Garmen Technologies Ltd operates a small chain of speciality retail shops throughout Victoria and Tasmania. The company markets technology-based consumer products both in its stores and over the Internet, with sales split roughly equally between the two channels of distribution. The company?s products range from radar-detection devices and GPS mapping systems used in cars to home-based weather monitoring stations. The company recently began investigating the possible acquisition of a regional warehousing facility that could be used both to stock its retail shops and to make direct shipments to the firm?s online customers. The warehouse facility would require an expenditure of $250,000 for a rented space in Port Melbourne, and would provide a source of cash flow spanning the next 10 years. The estimated cash flows are as follows:

Year	Cash Flow	Year	Cash Flow
0	$(250,000)	6	$65,000
1	60,000	7	65,000
2	60,000	8	65,000
3	60,000	9	65,000
4	60,000	10	90,000
5	(45,000)

Then negative cash flow in year 5 reflects the cost of a planned renovation and expansion of the facility. Finally, in year 10, Garmen estimates some recovery of its investment at the close of the lease, and consequently a higher-than-usual cash flow. Garmen uses a 12% discount rate in evaluating its investments.

(a) As a preliminary step in analysing the new investment, Garmen?s management has decided to evaluate the project?s anticipated payback period. What is the project?s expected payback period? Jim Garmen, CEO, questioned the analyst performing the analysis about the meaning of the payback period because it seems to ignore the fact that the project will provide cash flows over many years beyond the end of the payback period. Specifically, he wanted to know what useful information the payback provides. If you were the analyst, how would you respond to Mr Garmen?

(b) In the past, Garmen?s management has relied almost exclusively on the IRR to make its investment choices. However in this instance, the lead financial analyst on the project suggested there may be a problem with the IRR because the sign on the cash flows changes three times over its life. Calculate the IRR for the project. Evaluate the NPV profile of the project for discount rates of 0%, 20%, 50% and 100%. Does there appear to be a problem of multiple IRRs in this range of discount rates? To demonstrate your explanation, draw a graph of the discount rate versus the NPV using the 4 given discount rates.

(c) Calculate the project?s NPV. What does the NPV indicate about the potential value created by the project? Describe to Mr Garmen what NPV means, recognising that he was trained as an engineer and has no formal business education.

Please provide the answer with the calculation of financial calculator and the formula.

Garmen Technologies Ltd operates a small chain of speciality retail shops throughout Victoria and Tasmania. The company markets technologybased consumer products both in its stores and over the Internet, with sales split roughly equally between the two channels of distribution. The company's products range from radardetection devices and GPS mapping systems used in cars to homebased weather monitoring stations. The company recently began investigating the possible acquisition of a regional warehousing facility that could be used both to stock its retail shops and to make direct shipments to the firm's online customers. The warehouse facility would require an expenditure of $250,000 for a rented space in Port Melbourne, and would provide a source of cash flow spanning the next 10 years. The estimated cash flows are as follows: Year Cash Flow Year Cash Flow 0 $(250,000) 6 $65,000 1 60,000 7 65,000 2 60,000 8 65,000 3 60,000 9 65,000 4 60,000 10 90,000 5 (45,000) Then negative cash flow in year 5 reflects the cost of a planned renovation and expansion of the facility. Finally, in year 10, Garmen estimates some recovery of its investment at the close of the lease, and consequently a higherthanusual cash flow. Garmen uses a 12% discount rate in evaluating its investments. a As a preliminary step in analysing the new investment, Garmen's management has decided to evaluate the project's anticipated payback period. What is the project's expected payback period? Jim Garmen, CEO, questioned the analyst performing the analysis about the meaning of the payback period because it seems to ignore the fact that the project will provide cash flows over many years beyond the end of the payback period. Specifically, he wanted to know what useful information the payback provides. If you were the analyst, how would you respond to Mr Garmen? b In the past, Garmen's management has relied almost exclusively on the IRR to make its investment choices. However in this instance, the lead financial analyst on the project suggested there may be a problem with the IRR because the sign on the cash flows changes three times over its life. Calculate the IRR for the project. Evaluate the NPV profile of the project for discount rates of 0%, 20%, 50% and 100%. Does there appear to be a problem of multiple IRRs in this range of discount rates? To demonstrate your explanation, draw a graph of the discount rate versus the NPV using the 4 given discount rates. c Calculate the project's NPV. What does the NPV indicate about the potential value created by the project? Describe to Mr Garmen what NPV means, recognising that he was trained as an engineer and has no formal business education