8 Look for any synergistic, ‘spin-off’ or incidental effects. How will the new project impact on existing operations? Will it complement or substitute, even partially, existing operations? For example, if a new product is being launched, will it reduce or increase sales of any existing products? Frequently, in practice, such effects may not be readily apparent at the outset. Again, as for opportunity costs above, we are taking a company-wide view of the potential impact of the project on total company cash flows.