Celestial Enterprises, Inc., operated and licensed others to operate expedited-service restaurants under the name Lunas. The menu featured burgers and a limited selection of Mexican foods. The first Lunas was opened in Santa Fe, New Mexico, on June 9, 2003. Ten years later there were 298 restaurants in operation in 27 states, of which 111 were operated by the company and 187 by franchisees. In addition, 4 restaurants were under construction by the company, and 64 by franchisees. A balance sheet as of June 30, 2013, is included in Figure 1. Each Lunas restaurant was built to the same specifications for exterior style and interior dcor. The buildings, constructed of yellow brick, were located on sites of approximately one acre. The parking lots, depending on the exact size and shape of the land, were designed for 30 to 35 cars. The standard restaurant contained about 1,900 square feet, seated 81 persons, and included a pickup window for drive-through service. Locations were chosen in heavily populated areas since success depend-ed upon serving many customers. All the restaurants offered the same menu. Three sizes of burgers were featured: the Gaucho (quarter pound), the Soldado (half pound), and the Matador (three-quarter pound). The names were integrated into the companys advertising and media advertising targeted each one of the three themes. The prospective franchisee signed a document that included the option of operating a specified number of Lunas restaurants in a prescribed geographical area. Each new location required an initial payment of $18,000. In addition, a royalty of 5 percent of gross sales was specified. It was also stipulated that franchisees must spend at least 2 percent of gross receipts on local advertising. Celestial Enterprises, Inc., believed that properly trained employees were the key to success. Therefore, managers and company trainees were required to attend a three-week program covering all aspects of company operations. More than 600 people were graduated from the school during 2009. Celestial Enterprises, Inc., planned to begin construction on five new company-owned restaurants during 2014. The exact size of the buildings had not been determined, although the specific sites had already been selected. Figure 1 CELESTIAL ENTERPRISES, INC. Balance Sheet As of June 30, 2013 (in thousands) Assets Current assets: Cash ................................................................................................. $12,026 Accounts receivable ......................................................................... 1,646 Inventory .......................................................................................... 512 Other current assets .......................................................................... 1,872 Total current assets ....................................................................... 16,056 Equipment and property: Buildings .......................................................................................... 10,208 Leasehold improvements ................................................................. 4,826 Restaurant equipment ....................................................................... 11,630 Motor vehicles ................................................................................. 1,188 Office equipment ............................................................................ 464 Lease rights ...................................................................................... 542 Less: Accumulated depreciation .................................................. 3,104 Total equipment and property .................................................. 25,754 Land..........................................................................................10,606 Construction in progress ...................................................................... 434 Other assets .......................................................................................... 1,566 Total assets ........................................................................................... $54,416 Liabilities and Stockholders Equity Current liabilities: Notes payable to banks .................................................................... $ 316 Accounts payable ............................................................................. 3,846 Income taxes .................................................................................... 1,754 Accrued liabilities ............................................................................ 1,314 Current portion, term debt ................................................................ 1,564 Total current liabilities ................................................................. 8,794 Long-term debt, less current portion .................................................... 17,742 Deferred: Income taxes .................................................................................... 982 Franchise fees................................................................................... 3,730 ............................................................................................................4,712 Stockholders equity: Common stock, $0.10 par ................................................................ 676 Capital in excess of stated value ...................................................... 9,726 Retained earnings ............................................................................. 12,766 Total stockholders equity ............................................................ 23,168 Total liabilities and stockholders equity.......................................... $54,416 Management believed that restaurants with a capacity of 144 persons would be more profitable than the present size of 81. The company faced two choices: continuing with the smaller-size units or going to the larger size. The initial cost for five smaller restaurants was $2.1 million, and it was $3.7 million for five larger ones. Demand expectations over the years were 40 percent for high demand, 40 percent for medium demand, and 20 percent for low demand. The net present values of cash flows for the two proposals are given in Figure 2. Juan T. Gutierrez had been president and chief executive officer of Celestial Enterprises, Inc., since July of 2005. Prior to that time, he had worked for a competitor. He knew the decision concerning the size of new restaurants could be a major turning point for the company. Mr. Gutierrez wondered if the potential higher returns for the larger units justified the increased risk. In any event, the strategy would have to be sold to the board of directors. 1. Determine the expected value of the net present value for the standard-size restaurants. Use the data in Figure 2. To get the expected value, multiply the outcomes (NPV) times the appropriate probability (.40 for high demand, etc.). Do this for high demand, medium demand, and low demand, and sum to answer this question. Remember to state your final answer in thousands. 2. Follow the same procedure for the expanded-size restaurants to arrive at the expected value of the net present value. 3. Which alternate appears to be the more desirable? Why? 4. Next, determine the standard deviation for the standard size restaurants. Remember to state your final answer in thousands. The standard deviation for the expanded-size restaurant is $1,415,800. Now determine the coefficient of variation for the two alternatives. 5. Based on the coefficient of variation, which of the two alternatives is more desirable? Comment on the relationship of your answer to question 3 and your answer to this question. What general principle is being demonstrated? Be expansive in your answer. 6. Assume, in addition to considering the building of five restaurants that are all standard or all expanded, Celestial evaluates possible combinations of the two. The following values will apply for the expected values and the standard deviations: If the firm wishes to minimize risk, which of the six options should it choose? (Refer to your answer to question 5 as well as this question.) Why?

Figure 2 CELESTIAL ENTERPRISES, INC. Present Value of Cash Flows (in thousands) Restaurant Size Level of Demand Outcomes (NPV) Standard High Medium Low (.40). (140) (-20)................ $1,050 630 (200) Expanded High Medium Low (.40)........... .40) (.20)....... 2,812 740 (900) Standard Deviation Expected Value 4 standard, 1 expanded.. 3 standard, 2 expanded. 2 standard, 3 expanded.. 1 standard, 4 expanded ...... $ 641,630 832,460 1,025,800 1,220,400 $ 753,760 875,420 997,280 1,119,040 Figure 2 CELESTIAL ENTERPRISES, INC. Present Value of Cash Flows (in thousands) Restaurant Size Level of Demand Outcomes (NPV) Standard High Medium Low (.40). (140) (-20)................ $1,050 630 (200) Expanded High Medium Low (.40)........... .40) (.20)....... 2,812 740 (900) Standard Deviation Expected Value 4 standard, 1 expanded.. 3 standard, 2 expanded. 2 standard, 3 expanded.. 1 standard, 4 expanded ...... $ 641,630 832,460 1,025,800 1,220,400 $ 753,760 875,420 997,280 1,119,040