Fair Value: Discounted Cash Flow
Key Takeaways
- DCF models provide intrinsic value estimates based on future cash flow projections
- Accuracy depends heavily on the quality of assumptions and financial projections
- Terminal value typically represents 60-80% of total enterprise value
- WACC serves as the discount rate, reflecting the company's cost of capital
- Comparing DCF fair value to market price helps identify investment opportunities
Timing an investment decision in a company is challenging. Common valuation multiples, such as Price-to-Earnings (P/E), Price-to-Sales (P/S), and Price-to-Book Value (P/B) (see more details here) can serve as rough indicators of whether a stock is expensive or cheap. However, investors and analysts can gain better insights by estimating a company's fair value based on their own projections and assumptions.
This is where the Discounted Cash Flow (DCF) model becomes valuable. Used as far back as the 18th and 19th centuries, this method has been a cornerstone of investment analysis. Famous investors like Benjamin Graham and Carl Icahn have relied on DCF to guide their decisions.
At its core, the DCF model forecasts a company's free cash flows (FCF) and discounts them to their present value, much like how bond valuation involves discounting future coupon payments and principal. While the DCF method provides a logical and structured framework, its accuracy depends heavily on the quality of its assumptions and inputs.
DCF Analysis Workflow
In theory, a company's intrinsic value equals the present value of all future free cash flows, plus the market value of its assets and intangibles, including goodwill.
We begin by examining net income and earnings per share (EPS) as the foundation of cash flow analysis. Next, we explore changes in net working capital (NWC) - including shifts in receivables, payables, and inventory - and how these impact liquidity. We then adjust reported earnings by accounting for non-cash expenses like depreciation and amortization to reflect actual cash flow.
Once these components are established, we derive free cash flow (FCF), representing the cash available for reinvestment or distribution. Finally, we introduce the weighted average cost of capital (WACC) as the discount rate, which helps determine the present value of future cash flows and, ultimately, the company's fair value.
To estimate a company's discounted cash flow (DCF), we begin by analyzing its income statement. The first step is calculating gross profit, which is derived by subtracting the cost of revenue, also known as the cost of goods sold (COGS), from the company's total sales.
For well-established and mature companies, it is common to analyze historical data from the past 4–5 years, using the income statement, balance sheet, and cash flow statement as references. This historical data helps create a reliable foundation for projecting future performance.
Next, we determine the company's operating profit, also known as earnings before interest and taxes (EBIT). This is calculated by subtracting selling, general, and administrative expenses (SG&A), depreciation, and other operating expenses from gross profit.
With EBIT calculated, we then deduct interest expense and adjust for any non-operating income (or expense) to determine the company's pre-tax income:
Finally, we subtract taxes paid from pre-tax income to arrive at net income, the company's final bottom-line earnings:
From net income, we can calculate earnings per share (EPS) by dividing net income by the average shares outstanding:
| Income Statement | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Sales | 50,000 | 54,500 | 61,265 | 67,085 | 72,350 |
| COGS | (30,000) | (32,425) | (36,395) | (40,251) | (43,875) |
| Gross Profit | 20,000 | 22,075 | 24,870 | 26,834 | 28,475 |
| SG&A | (10,000) | (10,845) | (12,253) | (13,551) | (14,765) |
| Depreciation | (2,000) | (2,180) | (2,390) | (2,615) | (2,820) |
| Other Operating Expenses | (1,000) | (1,090) | (1,195) | (1,315) | (1,425) |
| EBIT | 7,000 | 7,960 | 9,032 | 9,353 | 9,465 |
| Interest Expense | (500) | (500) | (520) | (540) | (550) |
| Non-Operating Income | 100 | 85 | 110 | 95 | 105 |
| Pre-Tax Income | 6,600 | 7,545 | 8,622 | 8,908 | 9,020 |
| Taxes (@ 25%) | (1,650) | (1,886) | (2,156) | (2,227) | (2,255) |
| Net Income | 4,950 | 5,659 | 6,467 | 6,681 | 6,765 |
| Average Shares Outstanding | 1,000 | 1,000 | 995 | 990 | 985 |
| EPS | $4.95 | $5.66 | $6.50 | $6.75 | $6.87 |
Historical Analysis Framework
After gathering historical data from the income statement, the next step is to generate assumptions for the forecast. For mature and well-established companies, historical trends can serve as a reliable foundation for building forward-looking estimates.
To gauge sales growth potential, we calculate the historical sales growth rate by dividing each year's total sales by the previous year's sales value. This provides insight into how revenue has grown over time and helps establish a reasonable forecast.
To project cost of goods sold (COGS), selling, general, and administrative expenses (SG&A), depreciation, and other expenses, we determine what percentage of revenue each of these costs represented historically. This allows us to estimate future expenses in proportion to projected sales.
Next, we forecast the company's growth. If we assume that future revenue growth will follow the historical average revenue growth rate, we apply this rate to the most recent revenue figure to project sales for the upcoming years.
For each forecasted year, we estimate the cost of goods sold (COGS) and selling, general, and administrative expenses (SG&A) by multiplying the projected revenue by their respective historical ratios.
For interest expenses, other non-operating income (or expense), and average shares outstanding, we typically assume they remain constant at their most recent levels unless there is a strong reason to adjust them.
| Income Statement Forecast | 2024E | 2025E | 2026E | 2027E | 2028E |
|---|---|---|---|---|---|
| Sales (10% avg growth) | 79,585 | 87,544 | 96,298 | 105,928 | 116,521 |
| COGS (60% of sales) | (48,315) | (53,147) | (58,462) | (64,308) | (70,738) |
| Gross Profit | 32,210 | 35,431 | 38,974 | 42,872 | 47,159 |
| SG&A (20% of sales) | (16,105) | (17,716) | (19,487) | (21,436) | (23,579) |
| Depreciation (4% of sales) | (3,221) | (3,543) | (3,897) | (4,287) | (4,716) |
| Other Operating (2% of sales) | (1,611) | (1,772) | (1,949) | (2,144) | (2,358) |
| EBIT | 11,274 | 12,401 | 13,641 | 15,005 | 16,506 |
| Interest Expense | (500) | (500) | (500) | (500) | (500) |
| Non-Operating Income | 100 | 100 | 100 | 100 | 100 |
| Pre-Tax Income | 10,874 | 12,001 | 13,241 | 14,605 | 16,106 |
| Taxes (@ 25%) | (2,718) | (3,000) | (3,310) | (3,651) | (4,026) |
| Net Income | 8,155 | 9,001 | 9,931 | 10,954 | 12,079 |
| Average Shares Outstanding | 1,000 | 1,000 | 1,000 | 1,000 | 1,000 |
| EPS | $8.16 | $9.00 | $9.93 | $10.95 | $12.08 |
Changes in net working capital (NWC) affect free cash flow (FCF) because they reflect shifts in a company's short-term operational liquidity, which are not captured in the income statement.
NWC Increase Impact
An increase in NWC—typically due to higher accounts receivable or inventory—ties up cash, reducing FCF. This represents cash that's been invested in operations but hasn't yet been collected.
NWC Decrease Impact
A decrease in NWC—such as an increase in accounts payable—frees up cash, boosting FCF. This represents improved cash management and operational efficiency.
To calculate NWC, we extract the total current assets and total current liabilities from the balance sheet.
| Balance Sheet Items | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Accounts Receivable | 5,000 | 5,555 | 6,005 | 6,769 | 7,452 |
| Inventories | 3,000 | 3,161 | 3,737 | 4,159 | 4,269 |
| Prepaid Expenses & Other | 1,000 | 1,090 | 1,225 | 1,342 | 1,447 |
| Total Current Assets | 9,000 | 9,806 | 10,967 | 12,270 | 13,168 |
| Accounts Payable | 2,500 | 2,671 | 3,124 | 3,488 | 3,618 |
| Accrued Liabilities | 1,500 | 1,635 | 1,838 | 2,046 | 2,170 |
| Deferred Revenue | 500 | 545 | 613 | 671 | 724 |
| Total Current Liabilities | 4,500 | 4,851 | 5,574 | 6,205 | 6,511 |
| Net Working Capital | 4,500 | 4,955 | 5,393 | 6,065 | 6,657 |
| Change in NWC | - | (455) | (438) | (672) | (592) |
Working Capital Projection Methodology
Step 1: Calculate Historical Ratios
Step 2: Forecast Future Values
For the projection period, we apply these Historical Ratios (or adjusted assumptions) to the forecasted sales to estimate future values for working capital components.
| Balance Sheet Forecast | 2024E | 2025E | 2026E | 2027E | 2028E |
|---|---|---|---|---|---|
| Accounts Receivable (10%) | 8,053 | 8,858 | 9,744 | 10,718 | 11,790 |
| Inventories (6%) | 4,832 | 5,315 | 5,846 | 6,431 | 7,074 |
| Prepaid Expenses (2%) | 1,611 | 1,772 | 1,949 | 2,144 | 2,358 |
| Total Current Assets | 14,495 | 15,944 | 17,539 | 19,292 | 21,222 |
| Accounts Payable (5%) | 4,026 | 4,429 | 4,872 | 5,359 | 5,895 |
| Accrued Liabilities (3%) | 2,416 | 2,657 | 2,923 | 3,215 | 3,537 |
| Deferred Revenue (1%) | 805 | 886 | 974 | 1,072 | 1,179 |
| Total Current Liabilities | 7,247 | 7,972 | 8,769 | 9,646 | 10,611 |
| Net Working Capital | 7,248 | 7,972 | 8,770 | 9,647 | 10,611 |
| Change in NWC | (659) | (725) | (797) | (877) | (965) |
For the final components of free cash flow (FCF), we need to project depreciation & amortization and capital expenditures (CAPEX).
Capital Investment Analysis
Step 1: Calculate Historical Ratios
To establish a basis for forecasting, we calculate the historical ratios of depreciation & amortization and CAPEX as a percentage of sales:
| Cash Flow Items | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Depreciation & Amortization | 2,000 | 2,180 | 2,390 | 2,615 | 2,820 |
| Capital Expenditures | (2,500) | (2,616) | (3,186) | (3,555) | (3,546) |
Capital Expenditures (CAPEX)
Represent actual cash outflows for purchasing machinery, infrastructure, or other long-term assets. These investments directly affect cash flow and are essential for maintaining or growing operations.
Depreciation & Amortization
Non-cash expenses that allocate CAPEX costs over multiple years in the income statement. While they reduce reported earnings, they don't involve actual cash outflows.
| Cash Flow Forecast | 2024E | 2025E | 2026E | 2027E | 2028E |
|---|---|---|---|---|---|
| Depreciation & Amortization (4%) | 3,221 | 3,543 | 3,897 | 4,287 | 4,716 |
| Capital Expenditures (5%) | (4,026) | (4,429) | (4,872) | (5,359) | (5,895) |
Now that we have projected values from the income statement, balance sheet, and cash flow statement, we can calculate the weighted average cost of capital (WACC) and the free cash flow to the firm (FCFF).
Weighted Average Cost of Capital (WACC)
The WACC represents a company's overall cost of capital, incorporating both equity and debt financing. Since stocks are inherently volatile, investors demand a risk premium above the risk-free rate (typically based on the 10-year U.S. Treasury yield) for taking on equity risk.
WACC Calculation Framework
Step 1: Calculate Market Risk Premium
Market Risk Premium = rM - rF
Step 2: Estimate Cost of Equity Using CAPM
Step 3: Calculate After-Tax Cost of Debt
Step 4: Determine Capital Structure Weights
- Equity weight (E/V): Market capitalization divided by total capital
- Debt weight (D/V): Total debt divided by total capital
- V = E + D: Total capital
Step 5: Compute WACC
Free Cash Flow to the Firm (FCFF)
With WACC calculated, we use it to calculate the discounted present value of the free cash flow. The Free Cash Flow, as a reminder:
| Free Cash Flow Components | 2024E | 2025E | 2026E | 2027E | 2028E |
|---|---|---|---|---|---|
| Net Income | 8,155 | 9,001 | 9,931 | 10,954 | 12,079 |
| (-) Change in NWC | (659) | (725) | (797) | (877) | (965) |
| (-) CAPEX | (4,026) | (4,429) | (4,872) | (5,359) | (5,895) |
| (+) Depreciation & Amortization | 3,221 | 3,543 | 3,897 | 4,287 | 4,716 |
| Free Cash Flow to Firm | 6,691 | 7,390 | 8,159 | 9,005 | 9,935 |
Before moving forward, we need to establish the terminal growth rate (g), the constant rate at which a company's free cash flow (FCF) is expected to grow indefinitely beyond the final year (T) of the forecast period. A reasonable assumption for long-term sustainable growth is typically around 3-5%, though this can vary based on the industry and economic conditions.
Once we have the terminal growth rate, we estimate the terminal value (TV), which represents the value of all future cash flows beyond the explicit forecast period. This is calculated using the perpetuity growth formula:
Terminal Value Considerations
- Terminal value typically represents 60-80% of total enterprise value
- Growth rate should not exceed long-term GDP growth (2-4%)
- Small changes in growth assumptions have significant valuation impact
- Alternative exit multiple methods can be used for validation
To determine the company's enterprise value (EV), we discount each year's FCFF and the terminal value back to the present using the WACC as the discount rate.
Where T = Final year of the forecast period, and Σ = Summation of discounted cash flows.
Once we have the enterprise value, we calculate the equity value, which represents the value available to shareholders.
| Valuation Components | Value ($M) |
|---|---|
| PV of FCF 2024E | 6,083 |
| PV of FCF 2025E | 6,108 |
| PV of FCF 2026E | 6,133 |
| PV of FCF 2027E | 6,159 |
| PV of FCF 2028E | 6,184 |
| Sum of PV of Explicit Period FCF | 30,667 |
| Terminal Value (3% growth) | 143,045 |
| PV of Terminal Value | 89,027 |
| Enterprise Value | 119,694 |
| (-) Net Debt | (10,000) |
| (+) Cash & Equivalents | 5,000 |
| Equity Value | 114,694 |
| Shares Outstanding | 1,000 |
| Fair Value per Share | $114.69 |
Given that Equity Value = Number of Shares Outstanding × Share Price, once we have the total equity value estimation, we calculate the intrinsic stock price by dividing it by the total number of shares outstanding:
Interpreting the Fair Value Estimate
The stock appears undervalued, suggesting a potential buying opportunity—assuming confidence in the valuation assumptions. This indicates the market may be pricing in excessive pessimism or missing growth opportunities.
The stock appears overvalued, implying that it may not be an attractive investment based on the given assumptions. This suggests the market may be pricing in overly optimistic expectations.
DCF Model Limitations & Best Practices
- Sensitivity Analysis: Test multiple scenarios with different growth and margin assumptions
- Peer Comparison: Validate DCF results against comparable company valuations
- Management Quality: Consider execution risk and management track record
- Industry Dynamics: Factor in competitive position and market trends
- Economic Cycles: Adjust for cyclical business patterns
Professional DCF Modeling
Apply these DCF principles using our advanced calculator with sensitivity analysis, scenario modeling, and professional-grade outputs.
Access DCF CalculatorThis valuation approach helps investors make informed decisions based on their conviction in the company's future growth and cash flow projections. The DCF model serves as a fundamental anchor for investment analysis, providing a systematic framework for estimating intrinsic value based on business fundamentals rather than market sentiment.