Real options and the strategic NPV Jenny Rene, the CFO of Asor Products, Inc., has just completed an evaluation of a proposed capital expenditure for equipment that would expand the firm's

manufacturing capacity. Using the traditional NPV methodology, she found the project unacceptable because:

$NP{V}_{\text{t}\text{r}\text{a}\text{d}\text{i}\text{t}\text{i}\text{o}\text{n}\text{a}\text{l}}=-$$$1,713<mn\; id="EditorElement\_185374">0</mn>$

Before recommending rejection of the proposed project, she has decided to assess whether real options might be embedded in the firm's cash flows. Her evaluation uncovered three options and

their probability:

Option $1$: Abandonment$-$The project could be abandoned at the end of $3$ years, resulting in an addition to NPV of $$1,370.$

Option $2$: Growth$-$If the projected outcomes occurred, an opportunity to expand the firm's product offerings further would become available at the end of $4$ years. Exercise of this option is estimated to

add $$2,780$ to the project's NPV$.$

Option $3$: Timing$-$Certain phases of the proposed project could be delayed if market and competitive conditions caused the firm's forecast revenues to develop more slowly than planned. Such a delay

in implementation at that point has an NPV of $$10,700.$

Jenny estimated that there was a $20\%$ chance that the abandonment option would need to be exercised, a $30\%$ chance that the growth option would be exercised, and only a $10\%$ chance that the

implementation of certain phases of the proiect would affect timina.

a$.$ The value of the real options is $,($Round to the nearest dollar.$)$