Question

The FIFA Company, originally established 16 years ago to make football, is now a leading producer of tennis balls, baseballs, footballs, and golf balls. Nine years ago, the company introduced “High Flite,” its first line of high-performance golf balls. FIFA management has sought opportunities in whatever businesses seem to have some potential for cash flow. Recently Mr. Dawadawa, vice president of the FIFA Company, identified another segment of the sports ball market that looked promising and that he felt was not adequately served by larger manufacturers. As a result, the FIFA Company investigated the marketing potential of brightly coloured bowling balls. FIFA sent a questionnaire to consumers in three markets: Accra, Kumasi, and Koforidua. The results of the three questionnaires were much better than expected and supported the conclusion that the brightly coloured bowling balls could achieve a 10 to 15 percent share of the market. Of course, some people at FIFA complained about the cost of test marketing, which was GH¢ 250,000. Also, the feasibility test carried out by analysts to assess the viability of the project costs GH¢ 100,000. In any case, the FIFA Company is now considering investing in a machine to produce bowling balls. The bowling balls would be manufactured in a building owned by the firm and located near Madina. This vacant building and the land can be sold for GH¢ 150,000 after taxes. Working with his staff, Dawadawa is preparing an analysis of the proposed new product. He summarizes his assumptions as follows: The cost of the bowling ball machine is GH¢100,000 and it is expected to last five years. At the end of five years, the machine will be sold at a price estimated to be GH¢ 30,000. The machine is depreciated on straight-line basis. The company is exempt from capital gains tax. Production by year during the five-year life of the machine is expected to be as follows: 5,000 units, 8,000 units, 12,000 units, 10,000 units, and 6,000 units. The price of bowling balls in the first year will be GH¢20. The bowling ball market is highly competitive, so Dawadawa believes that the price of bowling balls will increase at only 2 percent per year, as compared to the anticipated general inflation rate of 5 percent. Conversely, the plastic used to produce bowling balls is rapidly becoming more expensive. Because of this, production cash outflows are expected to grow at 10 percent per year. First-year production costs will be GH¢10 per unit. Also, „Soft Flite‟ a substitute product, is expected to have a drop in its sales by 1000 units per annum. The selling price per unit of existing products is GH¢5 while the variable cost is GH¢ 4. This has no tax implications for the new product. Dawadawa has determined, based on FIFA‟s taxable income, that the appropriate incremental corporate tax rate in the bowling ball project is 34 percent. Like any other manufacturing firm, FIFA finds that it must maintain an investment in working capital. Management determines that initial investment (at Year 0) in net working capital of GH¢10,000 is required. Subsequently, net working capital at the end of each year will be equal to 10 percent of sales for that year. In the final year of the project, net working capital will decline to zero as the project is wound down. In other words, the investment in working capital is to be completely recovered by the end of the project‟s life. FIFA will finance the total investment required for the production of the balls (including working capital investment) by issuing 100,000 new common stocks at GH¢ 2 per share from its existing shareholders. A total of GH¢ 200,000 is expected to be raised from the rights issue. It expects to finance the remaining from a bank loan from CHASE BANK at a rate of 12%. Mr. Dawadawa has estimated the beta of the project to be 2.5 and the average return for stocks traded on the Ghana Stock Exchange to be 10% while the rate on Government of Ghana traded Treasury bills is 5%.

Required:

a. Evaluate the project using NPV and advise the Management of GFA whether or not it should introduce the bowling balls

b. Discuss three (3) qualitative factors that the Management of GFA might have to consider before making a decision.

c. What does the beta of the project represent and how will higher project betas affect your decision?

d. Compare and contrast the beta of the project and explain how it will affect the return on investment of the project.

Answer 1

Based on the given data, pls find below workings;

Have considered the assumptions on tax applicability, exclusively, as mentioned in this given data - Hence not applied tax for loss of soft flite contribution, capital gain losses/profits, etc;

Based on the above workings,

a)The NPV of the project is negative and hence it is not feasible and not recommended to invest in this project;

b) Couple of factors, the Management need to evaluate and consider before making the decision; Factor one: the sourcing of funds is very important as this has significant influence on the overall cost of capital of the company. Cost of Debt is much lower than that of the cost of equity; Hence, an optimal mix of debt and equity should be considered for sourcing of funds; Factor Two: The market projections with regard to the selling price and cost price and inflationary trends are key and basic evaluation requirements to further proceed. In this case, the inflation trend is different from the trends of selling price and cost price trends. This poses significant risk interms of evaluations and investment in this project. Factor 3: Capacity production and market share evaluations; Mass production and sale has its own advantage of economies of scale. In this case, significant costs have been spent on the initial marketing and feasibility study vis-a-vis the annual turnover expected from this new product. These are the key elemnets which the management should have considered before planning this investment.

c) Beta represent the risk factor associated with the stock of the company. The higher the beta, the riskier the company/stock price; The higher the Beta, the cost of equity shall be higher and viceversa.

d) With respect to the impact on the evaluations, the increase in the beta factor shall increase the cost of equity and this increase in the cost of equity (to the extent of its weightage in the overall cost of capital) shall influence (decrease) the Net present value. The lower the Beta, the higher the NPV and viceversa.

Year 0 Terminal Year 1 5,000 20.00 10.00 1,000 5.00 4.00 -1,000.00 Year 2 8,000 20.40 11.00 1,000 5.00 4.00 -1,000.00 Year 3 12,000 20.81 12.10 1,000 5.00 4.00 -1,000.00 Year 4 10,000 21.22 13.31 1,000 5.00 4.00 -1,000.00 Year 5 6,000 21.65 14.64 1,000 5.00 4.00 -1,000.00 Project (GH) No.of Units - "High Flite" Price per unit Production Costs No.of Units - "Soft Flite" Price per unit Production Costs Opportunity Loss (No Tax implications as per) Cost of Bowling Machine Cost of Test Marketing Feasibility Test cost Opportunity Loss - Sale of Land /Building Salvage Value Additional Working Capital Change in Working Capital Depreciation -1,00,000 -2,50,000 -1,00,000 -1,50,000 30,000 -10,000 -10,000 -10,000 -16,320 -6,320 20,000 -24,970 -8,650 20,000 -21,224 3,745 20,000 -12,989 8,235 20,000 12,989 20,000 1,00,000 1,63,200 2,49,696 2,12,242 1,29,892 Revenue Other Income 30,000 Variable Cost Depreciation EBT Tax@ 34% Net Income 50,000 20,000 30,000 10,200 19,800 88,000 20,000 55,200 18,768 36,432 1,45,200 20,000 84,496 28,729 55,767 1,33,100 20,000 59,142 20,108 39,033 87,846 20,000 22,046 7,496 14,550 30,000 30,000 -6,10,000 38,800 49,112 66,118 61,779 41,785 42,989 Cash Flows (Net Income + Depreciation + Change in WC) Discounting Factor Discounted Cash Flow Cumulative Discounted Cash Flow 1 -6,10,000 -6,10,000 0.8588 33,321 -5,76,679 0.7375 36,220 -5,40,459 0.6333 41,876 -4,98,584 0.5439 33,602 -4,64,982 0.4671 19,518 -4,45,464 0.4011 17,244 -4,28,220 NPV -4,28,220 -17.3% IRR Discounting Factor 16.44% 10% 2% Cost of Equity: Average Return Risk free Return Risk Premium Beta Cost of Equity: Cost of Debt 8% 2.5 22.00% 12% Initial Investment: Cost of Equipment Cost of Test Marketing Feasibility Test cost Total Investment 1,00,000 2,50,000 1,00,000 4,50,000 - Thru Equity - Thru Debt 2,00,000 2,50,000 Weight% 44.44% 55.56% Return 22.00% 12% WACC % 9.78% 6.67% 16.44%