NPV Calculator

Calculate net present value (NPV) from initial investment, annual cash flow, years, and discount rate.

NPV (net present value) measures how much value a project creates after discounting future cash flows back to today's dollars.

A positive NPV means the project beats your required return (discount rate). A negative NPV means it fails the hurdle rate.

Prefer an explanation- Read the guide.
Related definitions:npvdiscount ratemarr
 
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Used to estimate required annual cash flow.
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Tip: you can type commas (e.g., 10,000).

Example

Using the default inputs, the result is:
$8,143.29
Initial investment (upfront)
$100,000
Annual cash flow
$30,000
Years
5
Discount rate
12%
Target NPV (optional)
$0

How to calculate

  1. Enter the upfront investment (time 0 cash outflow).
  2. Enter annual cash flow, the number of years, and a discount rate (required return).
  3. Review NPV and the present value (PV) of cash flows.
  4. Use sensitivity: the same project can flip from positive to negative as the discount rate changes.

Formula

NPV = sum_{t=1..n} cash_flow_t / (1 + r)^t - initial investment (annuity PV for constant cash flow)
  • Assumes constant annual cash flow (real projects vary).
  • Discount rate reflects required return (hurdle rate / MARR).

Benchmarks

  • NPV > 0: creates value at the chosen discount rate.
  • NPV = 0: break-even at the chosen discount rate (meets the hurdle rate).
  • Profitability index (PV / investment) helps compare projects of different sizes.

FAQ

What discount rate should I use-
Use your required return or hurdle rate (often called MARR). Many teams test a range (e.g., 8%-20%) to see sensitivity.
NPV vs IRR-
NPV is value created at a chosen discount rate. IRR is the implied discount rate where NPV equals zero.

Common mistakes

  • Using nominal cash flows with a real discount rate (inflation mismatch).
  • Ignoring working capital timing or terminal value when they are material.
  • Using a single discount rate without testing a range of outcomes.

Quick checks

  • Use consistent time units (monthly vs annual) when entering rates and cash flows.
  • Run a sensitivity check on the input that drives the result most (often discount rate or growth).
  • Treat the output as a decision aid, not a prediction; validate assumptions with reality.