In: Finance
McGilla Golf has decided to sell a new line of golf clubs. The clubs will sell for $860 per set and have a variable cost of $260 per set. The company has spent $184,000 for a marketing study that determined the company will sell 22,000 sets per year for seven years. The marketing study also determined that the company will lose sales of 4,000 sets of its high-priced clubs. The high-priced clubs sell at $1,170 and have variable costs of $610. The company will also increase sales of its cheap clubs by 4,000 sets. The cheap clubs sell for $480 and have variable costs of $190 per set. The fixed costs each year will be $7,370,000. The company has also spent $1,105,000 on research and development for the new clubs. The plant and equipment required will cost $18,900,000 and will be depreciated on a straight-line basis. The new clubs will also require an increase in net working capital of $1,038,000 that will be returned at the end of the project. The tax rate is 33 percent, and the cost of capital is 15 percent. Assume that the values are accurate to within only ±9 percent. (Hint: The price and variable costs for the two existing sets of clubs are known with certainty; only the sales gained or lost are uncertain.) Required: (a) What is the best-case NPV? (Do not round your intermediate calculations.) (b) What is the worst-case NPV? (Do not round your intermediate calculations.)
Normal | Upper Bound + 9% | Lower Bound - 9% | ||
Unit Sales | 22,000 | 23,980 | 20,020 | |
Price | $860 | 937.4 | 782.6 | |
Variable Costs | $260 | 283.4 | 236.6 | |
Fixed Costs | $7,370,000 | 8,033,300 | 6,706,700 | |
Sales lost (expensive) | 4,000 | 4,360 | 3,640 | |
Sales gained (cheap) | 4,000 | 4,360 | 3,640 | |
Base Case | Best Case | Worst Case | ||
Unit Sales | 22,000 | 23,980 | 20,020 | |
Price | $860 | $937.4 | $782.6 | |
Variable Costs | $260 | $236.6 | $283.4 | |
Fixed Costs | $7,370,000 | $6,706,700 | $8,033,300 | |
Sales lost (expensive) | $4,000 | $3,640 | $4,360 | |
Sales gained (cheap) | $4,000 | 4,360 | 3,640 | |
Best Case | ||||
Sales | ||||
New clubs = $937.4× 23,980 | $22,478,852 | |||
High-priced clubs = $1170 x -3640 | -$4,258,800 | |||
Cheap clubs = $480 x 4360 | $2,092,800 | |||
Total sales | $20,312,852 | |||
Variable costs | ||||
New clubs = $236.6 × 23980 | $5,673,668 | |||
High-priced clubs = $610 x -3,640 | -$2,220,400 | |||
Cheap clubs = $190 x 4360 | $828,400 | |||
Total Variable costs | $4,281,668 | |||
Pro forma income statement | ||||
Sales | $20,312,852 | |||
Less: variable cost | -$4,281,668 | |||
Less: Fixed cost | -$6,706,700 | |||
Less: Depreciation = $18,900,000/7 | -$2,700,000 | |||
EBT | $6,624,484 | |||
Taxes @ 33% | -$2,186,079.72 | |||
Net Income | $4,438,404.28 | |||
OCF = NI + Depreciation | $7,138,404.28 | |||
Initial Investment | $18,900,000 | |||
Add: working capital | $1,038,000 | |||
Total cash flow in year 0 | $19,938,000 | |||
NPV | Year | Cash flow | PV @ 15% | Present Value |
0 | -$19,938,000 | 1.0000 | -$19,938,000 | |
1 | $7,138,404.28 | 0.8696 | $6,207,308.07 | |
2 | $7,138,404.28 | 0.7561 | $5,397,659.19 | |
3 | $7,138,404.28 | 0.6575 | $4,693,616.69 | |
4 | $7,138,404.28 | 0.5718 | $4,081,405.82 | |
5 | $7,138,404.28 | 0.4972 | $3,549,048.54 | |
6 | $7,138,404.28 | 0.4323 | $3,086,129.16 | |
7 | $7,138,404.28 | 0.3759 | $2,683,590.57 | |
Working Capital | 7 | $1,038,000 | 0.3759 | $390,222.65 |
Best Case | NPV | $10,150,980.68 | ||
Worst Case | ||||
Sales | ||||
New clubs = $782.6× 20020 | $15,667,652 | |||
High-priced clubs = $1170 x -4360 | -$5,101,200 | |||
Cheap clubs = $480 x 3640 | $1,747,200 | |||
Total sales | $12,313,652 | |||
Variable costs | ||||
New clubs = $283.4 × 20020 | $5,673,668 | |||
High-priced clubs = $610 x -4360 | -$2,659,600 | |||
Cheap clubs = $190 x 3640 | $691,600 | |||
Total Variable costs | $3,705,668 | |||
Pro forma income statement | ||||
Sales | $12,313,652 | |||
Less: variable cost | -3705668 | |||
Less: Fixed cost | -$8,033,300 | |||
Less: Depreciation = $18,900,000/7 | -$2,700,000 | |||
EBT | -$2,125,316 | |||
Taxes @ 33% | -$701,354.28 | |||
Net Income | -$1,423,961.72 | |||
OCF = NI + Depreciation | $1,276,038.28 | |||
Initial Investment | $18,900,000 | |||
Add: working capital | $1,038,000 | |||
Total cash flow in year 0 | $19,938,000 | |||
NPV | Year | Cash flow | PV @ 15% | Present Value |
0 | -$19,938,000 | 1.0000 | -$19,938,000 | |
1 | $1,276,038.28 | 0.8696 | $1,109,598.5 | |
2 | $1,276,038.28 | 0.7561 | $964,868.26 | |
3 | $1,276,038.28 | 0.6575 | $839,015.88 | |
4 | $1,276,038.28 | 0.5718 | $729,579.03 | |
5 | $1,276,038.28 | 0.4972 | $634,416.55 | |
6 | $1,276,038.28 | 0.4323 | $551,666.56 | |
7 | $1,276,038.28 | 0.3759 | $479,710.05 | |
Working Capital | 7 | $1,038,000 | 0.3759 | $390,222.65 |
Worst Case | NPV | -$14,238,922.51 |