An Introduction to Valuation

Aswath Damodaran

Aswath Damodaran
 Some Initial Thoughts

" One hundred thousand lemmings cannot be wrong" Graffiti

We thought we were in the top of the eighth inning,

when we were in the bottom of the ninth.. Stanley
Druckenmiller
Aswath Damodaran
 A philosophical basis for Valuation

“Valuation is often not a helpful tool in determining when to sell

hyper-growth stocks”, Henry Blodget, Merrill Lynch Equity
Research Analyst in January 2000, in a report on Internet Capital
Group, which was trading at $174 then.
 There have always been investors in financial markets who have
argued that market prices are determined by the perceptions (and
misperceptions) of buyers and sellers, and not by anything as prosaic
as cashflows or earnings.
 Perceptions matter, but they cannot be all the matter.
 Asset prices cannot be justified by merely using the “bigger fool”
theory.
Postscript: Internet Capital Group was trading at $ 3 in January 2001.

Aswath Damodaran
 Misconceptions about Valuation

 Myth 1: A valuation is an objective search for “true” value

• Truth 1.1: All valuations are biased. The only questions are how much and
in which direction.
• Truth 1.2: The direction and magnitude of the bias in your valuation is
directly proportional to who pays you and how much you are paid.
 Myth 2.: A good valuation provides a precise estimate of value
• Truth 2.1: There are no precise valuations
• Truth 2.2: The payoff to valuation is greatest when valuation is least
precise.
 Myth 3: . The more quantitative a model, the better the valuation
• Truth 3.1: One’s understanding of a valuation model is inversely
proportional to the number of inputs required for the model.
• Truth 3.2: Simpler valuation models do much better than complex ones.

Aswath Damodaran
 I. Value first, Valuation to follow
Sources of Bias

 We don’t choose companies randomly to value:

 The information we use is always colored by the biases of those
providing the information:
• Annual reports and other data provided by the firm represent
management’s spin on events
• Independent reports on the company (by analysts, journalists) will be
affected by their biases.
• If the stock is traded, the market price itself becomes a source of bias.
 Institutional factors can add to the bias by skewing recommendations
in one direction or the other.
 Reward/punishment mechanisms may be tilted towards finding assets
to be under or over valued.

Aswath Damodaran
 Manifestations of Bias

 Inputs to the valuation: Our assumptions about margins, returns on

capital, growth and risk are influenced by our biases.
 Post-valuation tinkering:
tinkering The most obvious manifestation of bias
occurs after we finish the valuation when we add premiums (synergy,
control) and assess discounts (illiquidity) for various factors. If we are
biased towards higher values, we tend to use premiums; if biased
towards lower values, we discount.
 Qualitative factors: When we run out of all other choices, we tend to
explain away the difference between the price we are paying and the
value obtained by giving it a name (strategic considerations…)

Aswath Damodaran
 What to do about bias…

 Reduce institutional pressures: Institutions that want honest sell-side equity

research should protect their equity research analysts who issue sell
recommendations on companies, not only from irate companies but also from
their own sales people and portfolio managers.
 De-link valuations from reward/punishment: Any valuation process where the
reward or punishment is conditioned on the outcome of the valuation will
result in biased valuations.
 No pre-commitments: Decision makers should avoid taking strong public
positions on the value of a firm before the valuation is complete.
 Self-Awareness: The best antidote to bias is awareness. An analyst who is
aware of the biases he or she brings to the valuation process can either
actively try to confront these biases when making input choices or open the
process up to more objective points of view about a company’s future.

Aswath Damodaran
 II. It is only an estimate:
Sources of Uncertainty

 Estimation Uncertainty: Even if our information sources are impeccable, we

have to convert raw information into inputs and use these inputs in models.
Any mistakes or mis-assessments that we make at either stage of this process
will cause estimation error.
 Real Uncertainty:
• Firm-specific Uncertainty: The path that we envision for a firm can prove to be
hopelessly wrong. The firm may do much better or much worse than we expected it
to perform, and the resulting earnings and cash flows will be very different from
our estimates.
• Macroeconomic Uncertainty: Even if a firm evolves exactly the way we expected it
to, the macro economic environment can change in unpredictable ways. Interest
rates can go up or down and the economy can do much better or worse than
expected. These macro economic changes will affect value.

Aswath Damodaran
 Responses of Uncertainty:
The healthy ones..

 Better Valuation Models: Building better valuation models that use more of
the information that is available at the time of the valuation is one way of
attacking the uncertainty problem. Even the best-constructed models may
reduce estimation uncertainty but they cannot reduce or eliminate the very real
uncertainties associated with the future.
 Valuation Ranges: A few analysts recognize that the value that they obtain for
a business is an estimate and try to quantify a range on the estimate. Some use
simulations and others derive expected, best-case and worst-case estimates of
value.
 Probabilistic Statements: Some analysts couch their valuations in probabilistic
terms to reflect the uncertainty that they feel. Thus, an analyst who estimates a
value of $ 30 for a stock which is trading at $ 25 will state that there is a 60 or
70% probability that the stock is under valued rather than make the categorical
statement that it is under valued.

Aswath Damodaran
 Responses to uncertainty:
Unhealthy ones..

 Passing the buck: Some analysts try to pass on responsibility for the
estimates by using other people’s numbers in the valuation. If the
valuation turns out to be right, they can claim credit for it, and if it
turns out wrong, they can blame others (management, other analysts,
accountants) for leading them down the garden path.
 Giving up on fundamentals: A significant number of analysts give up,
especially on full-fledged valuation models, unable to confront
uncertainty and deal with it. All too often, they fall back on more
simplistic ways of valuing companies (multiples and comparables, for
example) that do not require explicit assumptions about the future. A
few decide that valuation itself is pointless and resort to reading charts
and gauging market perception.

Aswath Damodaran 1
 What to do about uncertainty..

 You can reduce estimation uncertainty but you cannot do much about
real uncertainty (other than treat it as risk and build it into your
discount rates)
 In general, analysts should try to focus on making their best estimates
of firm-specific information – how long will the firm be able to
maintain high growth? How fast will earnings grow during that
period? What type of excess returns will the firm earn?– and steer
away from bringing in their views on macro economic variables.

Aswath Damodaran 1
 III. Is bigger better?
Sources of Complexity

 The tools are more accessible: Computers and calculators have

become far more powerful and accessible in the last few decades.
With technology as our ally, tasks that would have taken us days in
the pre-computer days can be accomplished in minutes.
 There is more information for us to work with: On the other side,
information is both more plentiful, and easier to access and use. We
can download detailed historical data on thousands of companies and
use them as we see fit.

Aswath Damodaran 1
 Cost of complexity

 Information Overload: More information does not always lead to

better valuations. In fact, analysts can become overwhelmed when
faced with vast amounts of conflicting information and this can lead to
poor input choices. The problem is exacerbated by the fact that
analysts often operate under time pressure when valuing companies.
 Black Box Syndrome: The models become so complicated that the
analysts using them no longer understand their inner workings. They
feed inputs into the model’s black box and the box spits out a value. In
effect, the refrain from analysts becomes “The model valued the
company at $ 30 a share” rather than “We valued the company at $ 30
a share”.
 Big versus Small Assumptions: Complex models often generate
voluminous and detailed output and it becomes very difficult to
separate the big assumptions from the small assumptions.

Aswath Damodaran 1
 The principle of parsimony

 The basic principle: When valuing an asset, we want to use the

simplest model we can get away with.
 Don’t go looking for trouble and estimate inputs that you do not have
to. You can mangle simple assets using complicated valuation models.
 All-in-one valuation models that try to value all companies, by
definition, will be far more complicated than they need to be, since
they have to be built for the more complex company that you will run
into.

Aswath Damodaran 1
 Approaches to Valuation

 Discounted cashflow valuation, relates the value of an asset to the

present value of expected future cashflows on that asset.
 Relative valuation, estimates the value of an asset by looking at the
pricing of 'comparable' assets relative to a common variable like
earnings, cashflows, book value or sales.
 Contingent claim valuation, uses option pricing models to measure
the value of assets that share option characteristics.

Aswath Damodaran 1
 Basis for all valuation approaches

 The use of valuation models in investment decisions (i.e., in decisions

on which assets are under valued and which are over valued) are based
upon
• a perception that markets are inefficient and make mistakes in assessing
value
• an assumption about how and when these inefficiencies will get corrected
 In an efficient market, the market price is the best estimate of value.
The purpose of any valuation model is then the justification of this
value.

Aswath Damodaran 1
 Discounted Cash Flow Valuation

 What is it: In discounted cash flow valuation, the value of an asset is the
present value of the expected cash flows on the asset.
 Philosophical Basis: Every asset has an intrinsic value that can be
estimated, based upon its characteristics in terms of cash flows, growth
and risk.
 Information Needed: To use discounted cash flow valuation, you need
• to estimate the life of the asset
• to estimate the cash flows during the life of the asset
• to estimate the discount rate to apply to these cash flows to get present value
 Market Inefficiency: Markets are assumed to make mistakes in pricing
assets across time, and are assumed to correct themselves over time, as
new information comes out about assets.

Aswath Damodaran 1
 Discounted Cashflow Valuation: Basis for
Approach

CF1 CF2 CF3 CF4 CFn

Value of asset = + + + .....+
(1 + r)1 (1 + r) 2 (1 + r) 3 (1 + r) 4 (1 + r) n

where CFt is the expected cash flow in period t, r is the discount rate appropriate
€ given the riskiness of the cash flow and n is the life of the asset.
Proposition 1: For an asset to have value, the expected cash flows have to be
positive some time over the life of the asset.
Proposition 2: Assets that generate cash flows early in their life will be worth
more than assets that generate cash flows later; the latter may however
have greater growth and higher cash flows to compensate.

Aswath Damodaran 1
 a. Going Concern versus Liquidation Valuation
In liquidation valuation, we value Figure 1.1: A Simple View of a Firm

only investments already made

Assets Liabilities

Assets in Place Borrowed money

Investments already Debt

Existing Investments

made
Generate cashflows today

Growth Assets

Investmen ts yet to Equity Owner’s funds

Expected Value that will be

be made
created by future investments

When valuing a going concern, we value both

assets in place and growth assets

Aswath Damodaran 1
 b. Equity Valuation versus Firm Valuation

Firm Valuation: Value the entire business

Assets Liabilities

Existing Investments Fixed Claim on cash flows

Assets in Place Debt

Generate cashflows today Little or No role in management

Includes long lived (fixed) and Fixed Maturity

short-lived(working Tax Deductible

capital) assets

Expected Value that will be Growth Assets Equity Residual Claim on cash flows

created by future investments Significant Role in management

Perpetual Lives

Equity valuation: Value just the

equity claim in the business

Aswath Damodaran 2
 Equity Valuation

Figure 5.5: Equity Valuation

Assets Liabilities

Assets in Place Debt

Cash flows considered are

cashflows from assets,

after debt payments and

after making reinvestments

Discount rate reflects only the

needed for future growth

cost of raising equity financing

Growth Assets Equity

Present value is value of just the equity claims on the firm

Aswath Damodaran 2
 Firm Valuation

Figure 5.6: Firm Valuation

Assets Liabilities

Assets in Place Debt

Cash flows considered are

cashflows from assets,

Discount rate reflects the cost
prior to any debt payments
of raising both debt and equity
but after firm has
financing, in proportion to their
reinvested to create growth
use
assets
Growth Assets Equity

Present value is value of the entire firm, and reflects the value of

all claims on the firm.

Aswath Damodaran 2
 c. Three pathways to DCF value

 Classic DCF valuation: Discount cash flows (to firm or equity) back at
the appropriate discount rate (cost of capital or equity). The present
value of the cash flows is the value of equity or the firm. The effects
of debt financing are built either into the cash flows (with equity
valuation) or into the cost of capital (with firm valuation)
 Adjusted Present Value approach: Value the firm as if it were all
equity funded and add the financial effects of debt to this value.
Value of business = Value of business with 100% equity financing + Present
value of Expected Tax Benefits of Debt – Expected Bankruptcy Costs
 Excess Returns approach: The value can be written as the sum of
capital invested and the present value of excess returns:
• Value of business = Capital Invested today + Present value of excess
return cash flows from both existing and future projects

Aswath Damodaran 2
 Advantages of DCF Valuation

 Since DCF valuation, done right, is based upon an asset’s

fundamentals, it should be less exposed to market moods and
perceptions.
 If good investors buy businesses, rather than stocks (the Warren
Buffet adage), discounted cash flow valuation is the right way to think
about what you are getting when you buy an asset.
 DCF valuation forces you to think about the underlying characteristics
of the firm, and understand its business. If nothing else, it brings you
face to face with the assumptions you are making when you pay a
given price for an asset.

Aswath Damodaran 2
 Disadvantages of DCF valuation

 Since it is an attempt to estimate intrinsic value, it requires far more

inputs and information than other valuation approaches
 These inputs and information are not only noisy (and difficult to
estimate), but can be manipulated by the savvy analyst to provide the
conclusion he or she wants.
 In an intrinsic valuation model, there is no guarantee that anything
will emerge as under or over valued. Thus, it is possible in a DCF
valuation model, to find every stock in a market to be over valued.
This can be a problem for
• equity research analysts, whose job it is to follow sectors and make
recommendations on the most under and over valued stocks in that sector
• equity portfolio managers, who have to be fully (or close to fully)
invested in equities

Aswath Damodaran 2
 When DCF Valuation works best

 This approach is easiest to use for assets (firms) whose

• cashflows are currently positive and
• can be estimated with some reliability for future periods, and
• where a proxy for risk that can be used to obtain discount rates is
available.
 It works best for investors who either
• have a long time horizon, allowing the market time to correct its valuation
mistakes and for price to revert to “true” value or
• are capable of providing the catalyst needed to move price to value, as
would be the case if you were an activist investor or a potential acquirer
of the whole firm

Aswath Damodaran 2
 Relative Valuation

 What is it?: The value of any asset can be estimated by looking at how the
market prices “similar” or ‘comparable” assets.
 Philosophical Basis: The intrinsic value of an asset is impossible (or close to
impossible) to estimate. The value of an asset is whatever the market is
willing to pay for it (based upon its characteristics)
 Information Needed: To do a relative valuation, you need
• an identical asset, or a group of comparable or similar assets
• a standardized measure of value (in equity, this is obtained by dividing the price by
a common variable, such as earnings or book value)
• and if the assets are not perfectly comparable, variables to control for the
differences
 Market Inefficiency: Pricing errors made across similar or comparable assets
are easier to spot, easier to exploit and are much more quickly corrected.

Aswath Damodaran 2
 Choices with multiples

 Equity or Firm: Multiples can be scaled to just equity value (market

price per share, market capitalization), to firm value (debt plus equity)
or to the value of operating assets (debt plus equity minus cash)
 Scaling variable: The market value can be scaled to
• Earnings: The choices can range from equity earnings (EPS, Net Income)
to operating income (EBIT or EBITDA).
• Book Value: The choices can include book value of equity or book value
of capital (debt plus equity)
• Revenues
 Current, Trailing or Forward Values: The values used for the scaling
variable can be from the last financial year (current), the last four
quarters (trailing) or some future period (forward).

Aswath Damodaran 2
 Choosing the Comparable firms

 Identical firm(s): Try to find one, two or a few companies that look
very similar to the firm that you are valuing. In effect, you are looking
for a twin firm that is traded by the market.
 Sector: A far more common choice is to consider all firms in the
sector that the firm operates in to be comparable firms.
 Valuation-based comparables: Firms that look like your firm in terms
of cash flow, growth and risk characteristics.

Aswath Damodaran 2
 Making the comparison

 Direct comparison: In this approach, analysts try to find one or two companies
that look almost exactly like the company they are trying to value and estimate
the value based upon how these “similar” companies are priced.
 Peer Group Average: In the second, analysts compare how their company is
priced (using a multiple) with how the peer group is priced (using the average
for that multiple). Implicit in this approach is the assumption that while
companies may vary widely across a sector, the average for the sector is
representative for a typical company.
 Peer group average adjusted for differences: Recognizing that there can be
wide differences between the company being valued and other companies in the
comparable firm group, analysts sometimes try to control for differences
between companies. In many cases, the control is subjective: a company with
higher expected growth than the industry will trade at a higher multiple of
earnings than the industry average but how much higher is left unspecified. In a
few cases, analysts explicitly try to control for differences between companies
by either adjusting the multiple being used or by using statistical techniques.

Aswath Damodaran 3
 Advantages of Relative Valuation

 Relative valuation is much more likely to reflect market perceptions and

moods than discounted cash flow valuation. This can be an advantage
when it is important that the price reflect these perceptions as is the case
when
• the objective is to sell a security at that price today (as in the case of an IPO)
• investing on “momentum” based strategies
 With relative valuation, there will always be a significant proportion of
securities that are under valued and over valued.
 Since portfolio managers are judged based upon how they perform on a
relative basis (to the market and other money managers), relative
valuation is more tailored to their needs
 Relative valuation generally requires less information than discounted
cash flow valuation (especially when multiples are used as screens)

Aswath Damodaran 3
 Disadvantages of Relative Valuation

 A portfolio that is composed of stocks which are under valued on a

relative basis may still be overvalued, even if the analysts’ judgments
are right. It is just less overvalued than other securities in the market.
 Relative valuation is built on the assumption that markets are correct
in the aggregate, but make mistakes on individual securities. To the
degree that markets can be over or under valued in the aggregate,
relative valuation will fail
 Relative valuation may require less information in the way in which
most analysts and portfolio managers use it. However, this is because
implicit assumptions are made about other variables (that would have
been required in a discounted cash flow valuation). To the extent that
these implicit assumptions are wrong the relative valuation will also
be wrong.

Aswath Damodaran 3
 When relative valuation works best..

 This approach is easiest to use when

• there are a large number of assets comparable to the one being valued
• these assets are priced in a market
• there exists some common variable that can be used to standardize the
price
 This approach tends to work best for investors
• who have relatively short time horizons
• are judged based upon a relative benchmark (the market, other portfolio
managers following the same investment style etc.)
• can take actions that can take advantage of the relative mispricing; for
instance, a hedge fund can buy the under valued and sell the over valued
assets

Aswath Damodaran 3
 Contingent Claim (Option) Valuation

 Options have several features

• They derive their value from an underlying asset, which has value
• The payoff on a call (put) option occurs only if the value of the
underlying asset is greater (lesser) than an exercise price that is specified
at the time the option is created. If this contingency does not occur, the
option is worthless.
• They have a fixed life
 Any security that shares these features can be valued as an option.

Aswath Damodaran 3
 Option Payoff Diagrams

Strike Price Value of Asset

Put Option
Call Option

Aswath Damodaran 3
 Direct Examples of Options

 Listed options, which are options on traded assets, that are issued by,
listed on and traded on an option exchange.
 Warrants, which are call options on traded stocks, that are issued by
the company. The proceeds from the warrant issue go to the company,
and the warrants are often traded on the market.
 Contingent Value Rights, which are put options on traded stocks,
that are also issued by the firm. The proceeds from the CVR issue also
go to the company
 Scores and LEAPs, are long term call options on traded stocks, which
are traded on the exchanges.

Aswath Damodaran 3
 Indirect Examples of Options

 Equity in a deeply troubled firm - a firm with negative earnings and

high leverage - can be viewed as an option to liquidate that is held by
the stockholders of the firm. Viewed as such, it is a call option on the
assets of the firm.
 The reserves owned by natural resource firms can be viewed as call
options on the underlying resource, since the firm can decide whether
and how much of the resource to extract from the reserve,
 The patent owned by a firm or an exclusive license issued to a firm
can be viewed as an option on the underlying product (project). The
firm owns this option for the duration of the patent.
 The rights possessed by a firm to expand an existing investment into
new markets or new products.

Aswath Damodaran 3
 Advantages of Using Option Pricing Models

 Option pricing models allow us to value assets that we otherwise

would not be able to value. For instance, equity in deeply troubled
firms and the stock of a small, bio-technology firm (with no revenues
and profits) are difficult to value using discounted cash flow
approaches or with multiples. They can be valued using option
pricing.
 Option pricing models provide us fresh insights into the drivers of
value. In cases where an asset is deriving it value from its option
characteristics, for instance, more risk or variability can increase value
rather than decrease it.

Aswath Damodaran 3
 Disadvantages of Option Pricing Models

 When real options (which includes the natural resource options and
the product patents) are valued, many of the inputs for the option
pricing model are difficult to obtain. For instance, projects do not
trade and thus getting a current value for a project or a variance may
be a daunting task.
 The option pricing models derive their value from an underlying asset.
Thus, to do option pricing, you first need to value the assets. It is
therefore an approach that is an addendum to another valuation
approach.
 Finally, there is the danger of double counting assets. Thus, an analyst
who uses a higher growth rate in discounted cash flow valuation for a
pharmaceutical firm because it has valuable patents would be double
counting the patents if he values the patents as options and adds them
on to his discounted cash flow value.

Aswath Damodaran 3
 What approach would work for you?

 As an investor, given your investment philosophy, time horizon and

beliefs about markets (that you will be investing in), which of the the
approaches to valuation would you choose?
 Discounted Cash Flow Valuation
 Relative Valuation
 Neither. I believe that markets are efficient.

Aswath Damodaran 4