Beruflich Dokumente
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Real Options
ANSWERS TO END-OF-CHAPTER QUESTIONS
12-1 a. Real options occur when managers can influence the size and risk of a project’s cash
flows by taking different actions during the project’s life. They are referred to as real
options because they deal with real as opposed to financial assets. They are also
called managerial options because they give opportunities to managers to respond to
changing market conditions. Sometimes they are called strategic options because
they often deal with strategic issues. Finally, they are also called embedded options
because they are a part of another project.
b. Investment timing options give companies the option to delay a project rather than
implement it immediately. This option to wait allows a company to reduce the
uncertainty of market conditions before it decides to implement the project. Capacity
options allow a company to change the capacity of their output in response to
changing market conditions. This includes the option to contract or expand
production. Growth options allow a company to expand if market demand is higher
than expected. This includes the opportunity to expand into different geographic
markets and the opportunity to introduce complementary or second-generation
products. It also includes the option to abandon a project if market conditions
deteriorate too much.
c. Decision trees are a form of scenario analysis in which different actions are taken in
different scenarios.
12-2 Postponing the project means that cash flows come later rather than sooner; however,
waiting may allow you to take advantage of changing conditions. It might make sense,
however, to proceed today if there are important advantages to being the first competitor
to enter a market.
12-3 Timing options make it less likely that a project will be accepted today. Often, if a firm
can delay a decision, it can increase the expected NPV of a project.
12-4 Having the option to abandon a project makes it more likely that the project will be
accepted today.
12-1 a. 0 1 2 20
├─────┼─────┼────── • • • ────┤
-20 3 3 3
b. Wait 1 year:
PV @
0 13%
r= 1 2 3 21 Yr. 1
Tax imposed | | | | • • • |
50% Prob. 0 -20 2.2 2.2 2.2 15.45
Note though, that if the tax is imposed, the NPV of the project is negative and therefore
would not be undertaken. The value of this option of waiting one year is evaluated as
0.5($0) + (0.5)($ 5.920) = $2.96 million.
Since the NPV of waiting one year is greater than going ahead and proceeding with the
project today, it makes sense to wait.
b. Wait 2 years:
PV @
0
r = 10%
1 2 3 4 5 6 Yr. 2
| | | | | | |
10% Prob. 0 0 -9 2.2 2.2 2.2 2.2 $6.974
| | | | | | |
90% Prob. 0 0 -9 4.2 4.2 4.2 4.2 $13.313
Low CF scenario: NPV = (-9 + 6.974)/(1.1)2 = -$1.674
High CF scenario: NPV = (-9 + 13.313)/(1.1)2 = $3.564
Expected NPV = .1(-1.674) + .9(3.564) = 3.040
If the cash flows are only $2.2 million, the NPV of the project is negative and, thus,
would not be undertaken. The value of the option of waiting two years is evaluated as
0.10($0) + 0.90($3.564) = $3.208 million.
Since the NPV of waiting two years is less than going ahead and proceeding with the
project today, it makes sense to drill today.
b. Wait 1 year:
NPV @
0
r = 13%
1 2 3 4 21 Yr. 0
| | | | | • • • |
50% Prob. 0 -300 30 30 30 30 -$78.9889
| | | | | • • • |
50% Prob. 0 -300 50 50 50 50 45.3430
If the cash flows are only $30 million per year, the NPV of the project is negative.
However, we’ve not considered the fact that the company could then be sold for $280
million. The decision tree would then look like this:
NPV @
0r = 13% 1 2 3 4 21 Yr. 0
| | | | | • • • |
50% Prob. 0 -300 30 30 + 280 0 0 -$27.1468
| | | | | • • • |
50% Prob. 0 -300 50 50 50 50 45.3430
b. 0 12% 1 14 15
| | • • • | |
-6,200,000 1,200,000 1,200,000 1,200,000
c. If they proceed with the project today, the project’s expected NPV = (0.5 × -
$2,113,481.31) + (0.5 × $1,973,037.39) = -$70,221.96. So, Hart Enterprises would not
do it.
d. Since the project’s NPV with the tax is negative, if the tax were imposed the firm
would abandon the project. Thus, the decision tree looks like this:
NPV @
0r= 12% 1 2 15 Yr. 0
50% Prob. | | | • • • |
Taxes -6,200,000 6,000,000 0 0 -$ 842,857.14
No Taxes | | | • • • |
50% Prob. -6,200,000 1,200,000 1,200,000 1,200,000 1,973,037.39
Expected NPV $ 565,090.13
Yes, the existence of the abandonment option changes the expected NPV of the project
from negative to positive. Given this option the firm would take on the project because
its expected NPV is $565,090.13.
e. NPV @
0r = 12% 1 Yr. 0
50% Prob. | |
Taxes NPV = ? -1,500,000 $ 0.00
+300,000 = NPV @ t = 1 }wouldn’t do
No Taxes | |
50% Prob. NPV = ? -1,500,000 2,232,142.86
+4,000,000 = NPV @ t = 1 Expected NPV $1,116,071.43
If the firm pays $1,116,071.43 for the option to purchase the land, then the NPV of the
project is exactly equal to zero. So the firm would not pay any more than this for the
option.
Using the Black-Scholes Option Pricing Model, you calculate the option’s value as:
Using the Black-Scholes Option Pricing Model, you calculate the option’s value as:
12-7 The detailed solution for the problem is available both on the instructor’s resource CD-
ROM (in the file Solution for FM11 Ch 12 P7 Build a Model.xls) and on the instructor’s
side of the textbook’s web site, http://brigham.swcollege.com.
Assume that you have just been hired as a financial analyst by Tropical Sweets Inc., a mid-
sized California company that specializes in creating exotic candies from tropical fruits
such as mangoes, papayas, and dates. The firm's CEO, George Yamaguchi, recently
returned from an industry corporate executive conference in San Francisco, and one of the
sessions he attended was on real options. Since no one at Tropical Sweets is familiar with
the basics of real options, Yamaguchi has asked you to prepare a brief report that the
firm's executives could use to gain at least a cursory understanding of the topics.
To begin, you gathered some outside materials the subject and used these materials to
draft a list of pertinent questions that need to be answered. In fact, one possible approach
to the paper is to use a question-and-answer format. Now that the questions have been
drafted, you have to develop the answers.
Mini Case: 12 - 10
d. Now suppose this project has an investment timing option, since it can be
delayed for a year. The cost will still be $70 million at the end of the year, and
the cash flows for the scenarios will still last three years. However, Tropical
Sweets will know the level of demand, and will implement the project only if it
adds value to the company. Perform a qualitative assessment of the investment
timing option’s value.
Answer: If we immediately proceed with the project, its expected NPV is $4.61 million.
However, the project is very risky. If demand is high, NPV will be $41.91
million. If demand is average, NPV will be $4.61 million. If demand is low, NPV
will be -$32.70 million. However, if we wait one year, we will find out additional
information regarding demand. If demand is low, we won’t implement project. If
we wait, the up-front cost and cash flows will stay the same, except they will be
shifted ahead by a year.
The value of any real option increases if the underlying project is very risky or if
there is a long time before you must exercise the option.
This project is risky and has one year before we must decide, so the option to wait
is probably valuable.
e. Use decision tree analysis to calculate the NPV of the project with the investment
timing option.
To find the NPVC, discount the cost at the risk-free rate of 6 percent since it is known
for certain, and discount the other risky cash flows at the 10 percent cost of capital.
Since this is much greater than the NPV of immediate implementation (which is
$4.61 million) we should wait. In other words, implementing immediately gives an
expected NPV of $4.61 million, but implementing immediately means we give up the
option to wait, which is worth $11.42 million.
Answer: The option to wait resembles a financial call option-- we get to “buy” the project for
$70 million in one year if value of project in one year is greater than $70 million.
This is like a call option with an exercise price of $70 million and an expiration date
of one year.
X = Exercise Price = Cost Of Implement Project = $70 Million.
RRF = Risk-Free Rate = 6%.
T = Time To Maturity = 1 year.
P = Current Price Of Stock = Current Value Of The Project’s Future Cash Flows.
σ 2 = Variance Of Stock Return = Variance Of Project’s Rate Of Return.
Step 1: Find the value of all cash flows beyond the exercise date discounted back to
the exercise date. Here is the time line. The exercise date is year 1, so we discount
all future cash flows back to year 1.
0 1 2 3 4
High $45 $45 $45
Average $30 $30 $30
Low $15 $15 $15
For a stock option, σ2 is the variance of the stock return, not the variance of the stock
price. Therefore, for a real option we need the variance of the project’s rate of return.
There are three ways to estimate this variance. First, we can use subjective judgment.
Second, we can calculate the project’s return in each scenario and then calculate the
return’s variance. This is the direct approach. Third, we know the projects value at
each scenario at the expiration date, and we know the current value of the project.
Mini Case: 12 - 12
Thus, we can find a variance of project return that gives the range of project values
that can occur at expiration. This is the indirect approach.
Subjective estimate:
The typical stock has σ2 of about 12%. Most projects will be somewhat riskier than
the firm, since the risk of the firm reflects the diversification that comes from having
many projects. Subjectively scale the variance of the company’s stock return up or
down to reflect the risk of the project. The company in our example has a stock with
a variance of 10%, so we might expect the project to have a variance in the range of
12% to 19%.
Direct approach:
From our previous analysis, we know the current value of the project and the value
for each scenario at the time the option expires (year 1). Here is the time line:
The direct approach gives an estimate of 18.2% for the variance of the project’s
return.
Value At Expiration
Year 1
High $111.91
Average $74.61
Low $37.30
Here is a formula for the variance of a stock’s return, if you know the coefficient of
variation of the expected stock price at some point in the future. The CV should be
for the entire project, including all scenarios:
σ2 = LN[CV2 + 1]/T = LN[0.392 + 1]/1 = 14.2%.
Mini Case: 12 - 14
Now, we proceed to use the OPM:
V = $67.83[N(d1)] - $70e-(0.06)(1)[N(d2)].
therefore,
V = $67.83(0.6041) - $70e-0.06(0.4551)
= $10.98.
g. Now suppose the cost of the project is $75 million and the project cannot be
delayed. But if Tropical Sweets implements the project, then Tropical Sweets
will have a growth option. It will have the opportunity to replicate the original
project at the end of its life. What is the total expected NPV of the two projects
if both are implemented?
Answer: Suppose the cost of the project is $75 million instead of $70 million, and there is no
option to wait.
NPV = PV of future cash flows - cost
= $74.61 - $75 = -$0.39 million.
The project now looks like a loser. Using NPV analysis:
NPV = NPV Of Original Project + NPV Of Replication Project
= -$0.39 + -$0.39/(1+0.10)3
= -$0.39 + -$0.30 = -$0.69.
Still looks like a loser, but you will only implement project 2 if demand is high. We
might have chosen to discount the cost of the replication project at the risk-free rate,
and this would have made the NPV even lower.
Answer: The future cash flows of the optimal decisions are shown below. The cash flow in
year 3 for the high demand scenario is the cash flow from the original project and the
cost of the replication project.
0 1 2 3 4 5 6
High -$75 $45 $45 $45 -$70 $45 $45 $45
Average -$75 $30 $30 $30 $0 $0 $0
Low -$75 $15 $15 $15 $0 $0 $0
To find the NPV, we discount the risky cash flows at the 10 percent cost of capital,
and the non-risky cost to replicate (i.e., the $75 million) at the risk-free rate.
Thus, the option to replicate adds enough value that the project now has a positive
NPV.
i. Use a financial option model to estimate the value of the growth option.
Step 1: Find the value of all cash flows beyond the exercise date discounted back to
the exercise date. Here is the time line. The exercise date is year 1, so we discount
all future cash flows back to year 3.
0 1 2 3 4 5 6
High $45 $45 $45
Average $30 $30 $30
Low $15 $15 $15
Mini Case: 12 - 16
High: PV3 = $45/1.10 + $45/1.102 + $45/1.103 = $111.91
Average: PV3 = $30/1.10 + $30/1.102 + $30/1.103 = $74.61
Low: PV3 = $15/1.10 + $15/1.102 + $15/1.103 = $37.30
From our previous analysis, we know the current value of the project and the value
for each scenario at the time the option expires (year 3). Here is the time line:
This is lower than the variance found for the previous option because the dispersion
of cash flows for the replication project is the same as for the original, even though
the replication occurs much later. Therefore, the rate of return for the replication is
less volatile. We do sensitivity analysis later.
Value At Expiration
Year 3
High $111.91
Average $74.61
Low $37.30
To find the variance of the project’s rate or return, we use the formula below:
σ2 = LN[CV2 + 1]/T = LN[0.392 + 1]/3 = 4.7%.
V = $56.06[N(d1)] - $75e-(0.06)(3)[N(d2)].
V = $56.06(0.4568) - $75e-(0.06)(3)(0.3142)
= $5.92.
Mini Case: 12 - 18
j. What happens to the value of the growth option if the variance of the project’s
return is 14.2 percent? What if it is 50 percent? How might this explain the
high valuations of many dot.com companies?
Answer: If risk, defined by σ2, goes up, then value of growth option goes up (see the file ch 12
mini case.xls for calculations):
σ2 = 4.7%, option value = $5.92
σ2 = 14.2%, option value = $12.10
σ2 = 50%, option value = $24.09
If the future profitability of dot.com companies is very volatile (i.e., there is the
potential for very high profits), then a company with a real option on those profits
might have a very high value for its growth option.