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Allen Kring Productions in association with the Emergent Light Studio presents

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the Illinois State Collegiate Compendium, Academic Lecturing in Business and Economics.

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This is Business Finance, FIL 240 for autumn semester 2023.

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Today, extensions of free cash flow analysis.

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A few things to start off our happy time together.

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I was going to give you a little surprise quiz today,

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but I've got so many people who've gotten notices from the dean that they're sick

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that I decided I wouldn't give a pop quiz because I don't want my tires slashed on my car.

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So this will actually be a little bit shorter lecture because the time allocated for the quiz

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is now time that I would have to figure out some improv, and I'm not very good at that right now.

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So as we usually do, we'll have a look at the numbers, and the numbers are there.

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And it's kind of an interesting day because usually it's the opposite of this,

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but today the Dow is up the most, almost a half a percent.

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The S&P 500 is up less, at.18,.16 percent,

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and then the NASDAQ groveled along and got a lousy.7 percent.

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On the bright side, it's bullish.

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Clearly there's a broad sentiment of positivity, and part of that is it was sort of suspected.

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So a lot of this price was impounded, good news price was impounded over the past couple of days,

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but we've now been, the official numbers are in, that wholesale prices went down last month.

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It was a negative on the PPI, which is a strong evidence that we are now bringing inflation under control,

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and we are hopeful that in the next couple of months we'll see retail prices follow suit.

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And that would be good news because we're going into the Christmas season.

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If you've got prices going down, you're going to get a lot more sales,

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and so that will boost Christmas spending and give us a good juicer going into the next year.

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We may be moving then from recovery into a decent little expansion of the economy,

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which is good news for everybody and for you with jobs and all that, as I've said before.

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So, but it wasn't really spectacular.

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The market's reaction wasn't spectacular, first of all because this was expected,

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so the price has already reacted nicely to that.

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And then also, they're still looking at the volume on the S&P 500.

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There was a spike of volume at the end.

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You see that volume bar just really raced upward there at the end,

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but overall it was still a lousy day compared to the 52-week daily average.

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We had about 2.5 billion shares versus 3.7 billion shares a year ago today.

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Well, I'm sorry, yeah, the average a year ago.

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So we don't have a lot to celebrate.

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The heavy money is still staying off the playing field for the time being.

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But going back to the numbers here on the top drawer, we've got the crude oil coming down,

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and that should push prices of gasoline down.

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They're still unusually high compared to what they were when the price of oil was higher than it is now,

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but we should see that backing off within the week or so.

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And then over here, a little bit notable on the bond market is that bond yields surged upward,

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but they eased off there at the end.

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Most likely, even though we are pretty sure the Fed isn't going to raise interest rates now,

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at least for the foreseeable future because of the positive inflation numbers,

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what we probably saw was bond investors selling out of bonds, driving their prices down and the yields up,

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and moving at least some of that money into equities,

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hence equity prices going up while bond prices are going down and yields are going up.

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So there's that.

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The gold bugs, they were a little excited. They surged for a while, but then they gave up.

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They decided the world isn't going into an economic apocalypse, so gold isn't an issue.

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Now, the euro, the pound, and the yen all depreciated against the dollar today.

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Stronger dollar, that's good news. Stronger dollar means cheaper imports.

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And we're going into the Christmas season, and a lot of what we buy are imports,

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and they will have lower prices. All good news for us.

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On the other side of the world, last night, the Nikkei just had a long, slow grinding push upward,

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finishing off a very smooth bull market for the day, up about 2.5%.

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That's good news. And then over in London, it's still volatile, but at least it stayed positive today.

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Bullish over in London, and then that sentiment seems to have come across the Atlantic,

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and here we are, decent day on Wall Street. So there's that.

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Let me show you one thing. I had shown you this several months, or more than a month ago.

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I showed you the VIX. The VIX is a raw measure of market volatility.

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Higher volatility, higher risk. The market is, well, let's look at the VIX right now.

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The VIX was up a tiny bit, but overall, if you look at the VIX over the last, let's say,

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oh, six months or so, or a year maybe?

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One month. Let's look at the one month. That's a good one.

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Notice how the VIX, measuring volatility.

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Do you see how the volatility, especially since late October, has been sliding downward?

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Less uncertainty, less volatility in the market.

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Now, professional investors and well-seasoned amateur investors don't like volatility.

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Volatility is not our friend. And so when that, we don't like uncertainty.

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So when the volatility of the overall market is declining, that's good news,

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because that's indicating more certainty about the future.

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Less disagreement. Bulls and bears pushing hard against each other.

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As that drains out, we are seeing a clearer path of expectations for the future.

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And that's what we're seeing here.

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We've seen a little bit of turbulence right here, but nothing to speak of.

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The overall trend over the past, since the end of October, has been downward in the volatility index, the VIX.

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More good news. More certainty. Less concern. Less volatility about what is coming next.

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And so all of these are pointing to the possibility that we are at least on the precipice of going from a recovery

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to a mild or decent expansion of the U.S. economy.

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Good news for you, because that means companies will have more confidence about new projects.

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They'll have more confidence about hiring for the future.

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And that's where you guys come in, for internships and jobs.

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So it doesn't have just abstract meaning.

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In the short run, it means better job prospects.

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In the longer run, it means that you'll be walking into an economy that is in good shape when you graduate.

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We hope. Unless all hell breaks loose somewhere.

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But for now, we're in good shape.

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Now, what I did, I have upgraded that project analysis worksheet that I gave you, that I uploaded from Monday's lecture.

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And I have now tuned it up.

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You can now change the number of years of the project life.

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And there's one thing you have to remember to do, but other than that, you can do projects of greater length than four years.

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Five years, six years, seven years, whatever you want.

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But here's the first part of it.

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Anything that's in gray, you don't touch.

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Anything that I would ask you, or that you get in the book's homework, would not throw a curveball from what we're doing here.

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So if I ask you on a quiz, or the final exam, just leave those numbers in gray alone.

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And the rest of them, as you can see, just like the lecture on Monday, you're going to have an equipment cost and a tax rate.

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You put those in. You just punch in the numbers that you need to punch in.

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Let me do something here.

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Didn't mean to do that. Let's get that back to that.

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And then you're going to put in your increase in inventory.

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In the project run-up, in the run-up year, year zero, you're going to add inventory.

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So that's going to be that number right there, inventory.

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And then the increase in accounts payable.

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You're going to start having to owe bills that you don't pay immediately.

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So the net will be that number.

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In this case, I start with $25,000 increase in inventory, and I increase the accounts payable increase by $5,000.

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So the net change, you don't have to calculate that.

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You see the formula beside it in case you're interested in knowing what I did.

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Now, let me fix this before I finally upload the newest version.

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Okay, so now sales, how many units of sale do you have?

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The price per unit, and this will be your gross revenue.

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You don't have to calculate it. It will calculate automatically.

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I'm trying to convince you that Excel, the more you get comfortable with it, the less work you actually have to do.

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You just have to put numbers in, and it will crank for you.

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Variable cost, 60%.

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Now the salvage value is $25,000.

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Okay, so what we'll have to do is the book value is zero.

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Now the book value, that's just going to be zero. I'll give you, do the ones with bonus depreciation.

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Okay, taxable salvage value.

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It'll be the sale price of the stuff, the salvage value, minus your book value.

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So in this case, if the salvage value is $25,000, you're going to sell it for $25,000 at the end of the project.

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You have depreciated away all book, so you're going to pay $25,000 minus zero, salvage minus book, and you get $25,000.

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You don't have to calculate it. It's done for you.

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And so your salvage value after taxes will be, that number right there, $18,750.

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$25,000 minus the tax on the $25,000.

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Now the project life, this is where you can modify it to whatever you want.

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In this case, I've got five years.

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Now I put in a weighted average cost of capital and a reinvestment rate.

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That would only come into play if you had more than one switch in the sign of the cash flows.

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So I've put it in there in case you would have to do it instead of an internal rate of return, a modified internal rate of return.

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And so I strongly encourage you to use the input sheet first and then see the results over here.

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As you can see, it automatically shifts the number of years from year zero to four,

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which was the original example we did on Monday, to zero to five.

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Watch what happens here.

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Suppose that I decide that I want a project life of six years.

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Watch. It automatically puts in a sixth year.

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Let me center those.

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And notice that all of these numbers adjust on their own.

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However, if they don't adjust on their own, I've got this one in a light shade of peach.

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It's one of my favorite colors.

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And you just put it on the peach colored one for year one, and you drag it down as far as you need.

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Drag it only as far as the ending year of the project with the little cross, and the numbers will go in on their own.

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But that would be if you changed the number of years.

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So for example, watch what would happen if I go to seven years.

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In this case, I'm going to drag it down.

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There you go.

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See what's happening?

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It's fixing itself. It's healing itself.

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Now if you go to a shorter number of years, like you can go to, let's say, back to five years,

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what you would do is you could remove the last two.

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They're already wiped out.

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And the NPV, internal rate of return, and the modified internal rate of return, autocalculate.

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Again, the only thing you have to remember to do is to take that year one and copy it down the number of years of the project.

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To do that automatically, I would have to write, the way I see to do it would be to write a macro.

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And then every time you try to upload a sheet or send a sheet that has macros in it, the servers don't let you do it.

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So that's one thing you'll have to remember to do.

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But everything else is automated.

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All you have to do is pump in the numbers in the white cells, and the rest of it fixes on its own.

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All for you.

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And that should make it a lot faster for you to do this on a quiz or the final exam.

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Now while I would ask my quiz or the final exam will fit into this framework just really elegantly,

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I just have to pull the numbers out of the narrow test and put them in the right places.

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Just like in the bond calculations.

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Okay, enough of that.

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So that's there. Let me save that.

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And upload it.

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Before I forget.

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Something's weird here.

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Downloads.

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Why is it I saved that?

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Let me try it again.

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Cancel.

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Okay, let me upload that again.

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There, 445.

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Why is it not recognizing downloads?

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Cancel.

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Let me save it one more time.

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File.

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Save.

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Now let me see if it looks right now.

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My downloads, project analysis at 356.

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I'm good now.

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Okay, so now I'm just going to put it up there so I don't have to worry about it.

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Uploads, project analysis.

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There it is.

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Nice, the old one.

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And now you can play with it, change the numbers just so you're comfortable.

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I strongly recommend that you do that just so you don't wonder what's what when you get to the question like this on the exam.

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Enough of that.

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I'll get rid of this one.

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Now I'm going to show you one last thing.

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Sometimes you have projects where the...

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You have a couple projects that are possible, but you can't do both of them.

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You have to choose one.

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Well, if you ran NPV analysis, if one of them is negative and one is positive, it's obvious.

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You should choose the better one.

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But sometimes you have a situation where you have two positive NPVs and something strange happens.

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Well, ideally, any positive NPV project, you should accept it.

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But in a case where you don't, let me give you an example of this, one from my own experience.

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There was a company, it wasn't anything huge, but it was underway and it was doing well.

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It had been running for about six years.

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And they were kind of bursting at the seams on office space.

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And they had a piece of land.

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They had a piece of land in town.

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And, well, we could put a new office up there and use our existing office space as for some of the satellite for the salespeople and all that.

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However, they also were in need of a manufacturing facility.

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Because they had been getting everything as imports and they wanted to start doing the build.

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It wasn't some fancy thing.

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It was more like get the imports and then finish putting them together here in the United States.

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So they could have used that land, they could use that land for this production facility.

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They can't use it for both of them.

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They'd have to use it for one.

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And so they had to make a decision on which one.

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They were both positive NPV projects.

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But here's what happens.

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Sometimes you have project A and you have project B.

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Now the NPV, and I'll just do some abstract numbers, some pull them out of my head.

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Internal rate of return, NPV and internal rate of return.

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Project A, let's say it has a positive NPV of $2,900.

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Project B has an NPV of $2,450.

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Well, if they're mutually exclusive, your choice is obvious.

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You would take A.

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But the internal rate of return of project A is 7.58%.

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The internal rate of return of project B is 9.87%.

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Oh my, they're giving conflicting results.

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NPV tells you take project A.

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Internal rate of return tells you to take project B.

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So you are in a difficult situation here.

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How do you decide which one to do?

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The popular way, and I'll mention it another way, and they go through it in the book.

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The popular way is to use an approach called equivalent lives.

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The equivalent life method is the one I'm showing you here,

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and I strongly recommend that you pull out your Excel

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or at least write these numbers down so that you can do this yourself.

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And I'll upload this one to the file spreadsheets in Canvas.

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But I encourage you to put these numbers in.

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What you see right here is project A.

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And we'll look at a project B here in a minute.

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But project A, it's cash flow, free cash flow.

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Year 0 is negative $30,000.

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Year 1 is $6,000.

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Year 2 is $10,000.

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Year 3 is $12,000.

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Year 4 is $8,000.

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Year 5 is $4,000.

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And year 6 is $7,000.

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And we have a weighted average cost of capital of 8%

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and a reinvestment rate of 12%.

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So what I'm about to do, you will probably need to have the reinvestment rate

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because there's going to be a cash flow that turns negative to positive

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and then later turns positive to negative and then back from negative to positive,

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which means that the normal internal rate of return won't have any meaning.

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For this one, you don't use the MIRR because it's just a single project,

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one change in the sign of the cash flow, free cash flow,

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so you're all in business with just the weighted average cost of capital, 8%.

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And you do your net present value, just the old school,

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equals the initial investment plus NPV of the free cash flow for years 1 through,

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in this case, 6.

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And so you find that the net present value of Project A is $6,669

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with a nice spanking internal rate of return of 15.33%.

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Obviously, if all there is, all you're looking at is Project A, this is a go.

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But now let's look at a second project, Project B.

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Try that one more time.

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Project B.

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Now in Project B, something interesting is going to happen here.

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First of all, let me hide this just for a second so you can see something.

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Now Project B will have a net present value of $3,734.

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The NPV of Project B is below the NPV of Project A,

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but the internal rate of return of Project B is higher than the internal rate of return of Project A,

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which means that if you take it NPV, you go A.

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If you take it internal rate of return, you go Project B, if they're mutually exclusive projects.

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So what's a mother to do in a situation like that?

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The most popular method is called equivalent lives.

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We see that Project C is $25,000 out to begin with, then $12,000 in for year one,

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$15,000 for period two, and $6,000 for period three.

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It's three years long. Project A is six years long.

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So the trick here is to say, what if we do Project B twice?

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We overlap Project B so that we have the same number of years that Project B is running that Project A would be running.

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So what we would do in this case is we would say, okay, Project B is winding down in year three.

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Let's do it again.

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Starting, try that again.

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Well, I give up.

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Starting in year three, we're going to do the very same project.

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Do you see how Project B has negative $25,000, $12,000, $15,000, $6,000?

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And then in year three, we're going to do it again and realize the same cash flows from year three to year six,

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so that the two projects have equivalent lives.

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We can do Project A once for six years, or we can do Project B twice for six years.

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So in order to do that, we are going to need to have the original free cash flows for Project B for years zero through three.

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But then we are going to go back and spend the $25,000 again in year three and run it over again

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so that the same cash flows that occurred in years zero through three also occur in years three through six.

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So all you do is copy from the first and paste it over into the next column down where you want to start the project again.

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So what the free cash flow of Project B turns into is the sum of the two free cash flows of the first time you did it

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and the second time you did it.

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So for Project B, the new way to look at the cash flow is, okay, year zero, you spend $25,000.

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Year one, you get $12,000 in.

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Year two, you get the $15,000 in.

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But in year three, you get $6,000 minus, you're going to do it over, minus the $25,000.

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So the net is you're down in year three to $19,000.

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And then in year four, you're just repeating, you're reliving the dream.

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$12,000, $15,000, $6,000, just like happened the first time.

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So the new profile for the new free cash flow profile from year zero to six is $25,000 down, negative,

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then $12,000, then $15,000, and then negative $19,000.

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And then you're back up, you've got $12,000, just like you did the first time, $15,000, and $6,000.

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And you do the overlap, where do you start the new one?

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Wherever it will end so that it has the equivalent years of the Project A.

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So if for five years I would have put it up here, just started it up here, put it up here,

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if this had been a five-year Project A, had been a five-year Project,

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I would have put the repeat of Project B up here, starting here, so that they end at the same time.

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That's all you do.

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And this spreadsheet that I'm showing you here will do it automatically.

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All you have to do is repeat the original free cash flows.

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That's all you have to do.

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Putting them in the place so that the last one occurs at the same time as the last one in Project A.

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And then this column, the year equivalent column, will calculate on its own.

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Now you notice something really odd happens.

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The NPV looks nasty on it.

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Yeah, it does, as a matter of fact.

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Boy, that's a nasty negative.

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But look at this.

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You kind of ignore the internal rate of return because it doesn't mean anything.

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As a matter of fact, let me fix that right now.

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Ah, better not, better not even try that.

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Notice now we have a modified internal rate of return.

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And notice now that Project B sucks both NPV and IRR, modified internal rate of return.

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The NPV of Project B on a year equivalent basis is negative $18,800.

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And the modified internal rate of return, which is what you would look at because of the switch in sign, is only 12.81%.

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So that advantage it had in the first pass disappears when you do it on a year equivalent basis.

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So Project A is the go project.

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The only reason that the internal rate of return of Project B was so good was because it was a quick blast project.

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It wasn't a long haul.

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In the long haul, if you had to repeat Project B to get as much punch as you get a number of years of life as Project A, Project B is not good.

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It was only good because it was shorter.

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But when you look at it in the same time frame as Project A, it's no good.

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It looks complicated at first, but really all you have to do for a problem like this is just key in the numbers for Projects A and B,

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and then copy those cash flows over so that you've got year equivalents.

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You've got the same number of years.

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That's all there is.

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And then everything else will spit out for you.

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And for the year equivalent, you look at the modified internal rate of return versus the just straight internal rate of return of Project A.

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Just play with it.

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You'll get the hang of it.

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Let me save as browse.

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I'll just put this in downloads and call it Projects Mutually Exclusive.

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And then I'm going to upload it to Canvas so I don't forget to do it.

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And of course I went out of Canvas, so here we go again.

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Got to go in and do it over again.

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Go over to the files, spreadsheets, upload, and look at my downloads.

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I put it there.

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And there you go.

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It's all yours.

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Now there's one last part of this story.

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And this would not really have been much of an issue 20 years ago.

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Certainly, I can't imagine talking much about it back 40 years ago when I was a young teacher.

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But here's something.

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A lot of companies are facing a rather nasty decision with respect to technological growth, technological improvements.

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You can go with an equipment, let's say a computer purchase, where it's cheaper but the life of the computers is maybe only three years.

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Or you could go more expensive with computers that are future-proofed and they might last you six years.

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Hell, some of the places I've taught, they lasted 10 years.

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But it's a real decision.

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Do you go cheap and then have to replace them in a few years?

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Or do you go expensive and not need to replace them for a much longer time period?

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And this is happening especially with computers, but it's also happening in this era of electric vehicles.

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You see, if I buy, if my company buys a fleet of, I want to replace my fleet, if I replace the fleet with fossil fuel burner,

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just old-fashioned diesel engine, newest versions, those will last seven, eight, 10 years.

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Notwithstanding any virtue legislation, I should point out.

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But, or I could go with electric vehicles.

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Now electric vehicles are definitely going to be improving.

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Right now they actually kind of suck.

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They have very short haul mileage, especially if they're pulling big loads.

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The batteries will improve in efficiency and they will also improve in terms of weight.

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And this is going to happen over the next three to five years.

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So in other words, if I buy electric vehicles, I will probably really want to replace those within about four years.

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Because the ones that are coming online in four years are going to be so much more efficient.

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They'll haul much bigger loads and they will have much lower weight on the batteries in them.

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Or I can buy just some big old-fashioned diesel trucks and they'll last me for another, they'll go for 10 years.

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So the decision has to be like that.

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Now there's another way you can do it and they talk about it in the book, show you some examples.

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But classically this would be a mutually exclusive thing.

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Either you buy the new technology, which you will have to replace in four years,

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or you go with an older technology, which will probably be more expensive comparatively speaking,

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but it will last you for a longer, much longer time.

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And you're seeing that in a lot of different places, even in consumer electronics.

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And it's actually almost the perverse of it.

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In marketing, did they talk to you about what are called early adopters?

388
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Okay, this is really, really something in mobile phones.

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The classic example now being Samsung, which came out three years ago or four years ago

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with the first fold and or flip phones.

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And the technologies just sucked.

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The face of them would crease, it would crack, but, and they were ridiculously expensive.

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What we rely on is early adopters, the people who just have to have the newest and best.

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Knowing as we do that with technologies like this, two things are going to happen.

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One, the design is going to improve from one generation to the next of the phones.

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What are we now in?

397
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Generation four of the Samsung, generation five of the Motorola Flips or something like that.

398
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Okay, and then another thing that's going to come online, competition.

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There will be producers who will just sit back and let the big dogs tear each other up

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and get all kinds of bad reputation for these early technology phones that don't work very well.

401
00:43:21,000 --> 00:43:25,000
And then they'll come in once the technology has improved,

402
00:43:25,000 --> 00:43:30,000
and they will force everyone to drop their prices.

403
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As we're seeing now, especially with Motorola, but even Samsung is doing it now too.

404
00:43:36,000 --> 00:43:41,000
So there is another odd example of what happens.

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Technologies that you have to replace very early, within a couple of years,

406
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or technologies that last much longer.

407
00:43:51,000 --> 00:43:56,000
And so we're seeing these kinds, the technological age that we're in now

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is bringing up more and more of these mutually exclusive projects,

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00:44:00,000 --> 00:44:05,000
where even in our daily lives we have to make some kind of an internal,

410
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net present value internal rate of return calculation,

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although we probably don't do it formally, we're still thinking about it.

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The lesson is, let the early adopters buy the technology,

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and then you buy it after it's cheaper and less expensive.

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That's all I have for you today, I thank you.

