Bill Watts, president of Western Publications, accepts a capital budgeting project proposed by division X. This is the division in which the president spent his first 10 years with the company. On the same day, the president rejects a capital budgeting project proposal from division Y. The manager of division Y is incensed. She believes that the division Y project has an internal rate of return at least 10 percentage points higher than the division X project. She comments, "What is the point of all our detailed DCF analysis? If Watts is panting over a project, he can arrange to have the proponents of that project massage the numbers so that it looks like a winner." What advice would you give the manager of division Y? (Select all that apply.) A. The president may have a preference for the manager of Division X over the manager of Division Y, which is a corporate politics issue. If this is the case, the manager of Division Y should play the corporate politics game better B. The president may have concerns that Division Y has a history of overstating cash inflows and understating cash outflows. The manager of Division Y should evaluate and document whether its past projections have been relatively accurate C. The president may have considered qualitative factors not incorporated into the IRR computation, which led to the acceptance of the X project and rejection of the Y project. Therefore, the manager of Division Y should emphasize qualitative factors more in her proposals The president may have erroneously evaluated the project based on an incorrect method, such as the accrual accounting rate of return (AARR) instead of the internal rate of return (IRR). The manager of division Y should be sure to present only favorable evaluation methods relevant to her project proposal D