Submit Answers To The Following Questions Problems In Your T
Submit Answers To The Following Questionsproblems In Your Textbook On
Submit answers to the following questions/problems in your textbook on a EXCEL spreadsheet Chapter 10 Problem 10-5 Chapter 11 Question 11-4 Problem 11-1 Problem 11-2 Problem 11-6 Problem PROJECT SELECTION Midwest Water Works estimates that its WACC is 10.5%. The company is considering the following capital budgeting projects: Project Size Rate of Return A $1 million 120% B 2 million 11.5 C 2 million 11.2 D 2 million 11.0 E 1 million 10.7 F 1 million 10.3 G 1 million 10.2 QUESTION 11- 4 What is a mutually exclusive project? How should managers rank mutually exclusive projects Problems 11-1 NPV Project L costs $65,000, its expected cash inflows are $12,000 per year for 9 years, and its WACC is 9%. What is the project’s NPV? 11-2 IRR Refer to problem 11-1. What is the project’s IRR? 11.6 NPV Your division is considering two projects with the following cash flows (in millions): • Project A -$25 $5 $10 $17 Project B -$20 $10 $9 $6 a. What are the projects’ NPVs assuming the WACC is 5%? 10%? 15%? b. What are the projects’ IRRs at each of these WACCs? c. If the WACC was 5% and A and B were mutually exclusive, which project would you choose? What if the WACC was 10%? 15%? (Hint: The crossover rate is 7.81%). 11-12 RR AND NPV A company is analyzing two mutually exclusive projects, S and L, with the following cash flows: Project S -$1,000 $870 $250 $25 $25 Project L -$1,000 $0 $250 $400 $845 The company’s WACC is 8.5%. What is the IRR of the better project? (Hint: The better project may or may not be the one with the higher IRR.)
Paper For Above instruction
In capital budgeting and project evaluation, understanding the concepts of mutually exclusive projects, net present value (NPV), and internal rate of return (IRR) is vital for making informed investment decisions. The presented problems and questions highlight various approaches to evaluating projects, including ranking mutual exclusives, calculating valuations, and analyzing cash flow streams.
A mutually exclusive project refers to a scenario where selecting one project excludes the possibility of selecting another. Managers must carefully analyze and rank such projects based on their financial metrics, primarily NPV and IRR, to optimize resource allocation. For example, when evaluating projects with different sizes and potential returns, it is essential to understand whether the projects are independent or mutually exclusive, as this influences decision-making and capital deployment strategies.
In the example of Midwest Water Works' investment options, the wide range of rates of return indicates that some projects may be more favorable than others based on the company's weighted average cost of capital (WACC). Projects with higher returns—like Project A with a 120% rate—may seem attractive, but their actual value and viability depend on comprehensive financial analysis, including NPV and IRR calculations. Managers should prioritize projects that provide the highest NPV, signifying maximum value addition to the company.
The first practical application involves calculating the NPV of Project L, which requires discounting cash inflows using the WACC of 9%. An NPV calculation considers the present value of inflows minus the initial investment, guiding decision-makers on the project's profitability. In this scenario, a positive NPV indicates a worthwhile investment, whereas a negative one suggests rejecting the project.
Similarly, identifying the IRR of a project, as in problem 11-2, involves finding the discount rate at which the present value of inflows equals the initial outlay. IRR provides an intuitive measure of project profitability, especially when compared against the company's WACC. An IRR exceeding the WACC suggests the project will generate value, while an IRR below indicates potential loss.
Beyond individual project evaluation, comparing multiple projects with varying cash flows involves calculating their NPVs at different WACCs. For instance, projects A and B with cash flows stream over several years require analysis at 5%, 10%, and 15% WACCs to determine the most attractive based on their discounted values. When projects are mutually exclusive, the decision often hinges on which project offers the higher NPV at a particular WACC, or on more advanced measures like the crossover rate.
The concept of the crossover rate, such as the 7.81% in the example, helps determine at what discount rate the NPVs of two projects are equal. If the company's WACC is below this rate, the project with the higher NPV should be selected; if above, the alternative may be preferable. This decision rule becomes important when projects have differing risk profiles or cash flow patterns.
Lastly, analyzing IRRs in conjunction with NPVs, especially for mutually exclusive projects like S and L, requires careful interpretation. The IRR of the better project identifies its profitability threshold relative to the WACC, but managers should be cautious, as the project with the higher IRR might not always be the most value-adding. Factors such as project size, timing, and risk impact the final decision, emphasizing the need for comprehensive analysis.
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