Financial Case Study: Tremont

807 Words2 Pages

The first thing Tremont has to do is to start using a different discount rate. Rather than using the CFO’s suggested cost of debt as the discount rate, it would be more appropriate to use Weighted Average Cost of Capital, as Tremont uses a mix of debt and equity. Next, given that Tremont has two mutually exclusive options for what to do with their property, it is important to review the different metrics we have calculated and focus on which is the better approach for Tremont. While EAA is calculated in the analysis, the equal timelines of the two mutually exclusive projects are the same, so EAA is largely irrelevant in this case. Additionally, the CFO’s requested Payback Period metric is simplistic and doesn’t consider time value of money, so it also should not be considered. Even Discounted Payback Period, which does take time value of money into account, still is based on an arbitrary cutoff point for decisions, so it is not helpful with our investment decisions. Additionally, Tremont should be looking to generate the maximum amount of value possible from their mutually exclusive projects, rather than just getting their money back as soon as possible. That leaves us with three relevant measures: IRR, NPV, and Profitability Index. Among the three NPV will be preferred to the IRR and …show more content…

For one, if there is a low-end estimate on the cost of renovation and equipment, then the Build option’s NPV goes up to $903,489, a $498,351 increase over the base case’s NPV of $405,138. However, it would be unfair to compare this figure to the base case NPV for the Lease option, and indeed in comparison to the low-end estimate for the cost of renovation and equipment in the Lease option, the Lease option has the better NPV ($924,173). When examining the converse situation (high-end estimate), the Lease option still has a better NPV than the build

More about Financial Case Study: Tremont

Open Document