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Two Computer Engineers Dan and Susan are first met in college, and both had a bachelor s degree in Computer Engineering. They had put in

Two Computer Engineers
Dan and Susan are first met in college, and both had a bachelors degree in
Computer Engineering. They had put in several years as maintenance
engineers in a large chip manufacturing company. About 6 months ago, they
were able to exercise their first stock options. That was when they decided to
quit their safe, steady job and pursue their dreams of starting a venture of
their own. In their spare time, almost as a hobby, they had been
collaborating on some research into a new chip that could speed up certain
specialized tasks by as much as 25%. At this point, the design of the chip
was complete. While further experimentation might improve the
performance of their design, any delay in entering the market now may
prove to be costly, as one of the established players might introduce a
similar product of their own. The duo knew that now was the time to act if at
all. They are now facing an important decision. After having discussed
different financial scenarios, the two computer engineers felt it was time to
finalize their cash flow projections and move to the next stage decide
which of two possible projects they should undertake.
They estimated that they would need to spend about $1,000,000 on
plant, equipment and supplies. As for future cash flows, they felt that the
right strategy at least for the first year would be to sell their product at dirt-
cheap prices in order to induce customer acceptance. Then, once the
1
product had established a name for itself, the price could be raised. By the
end of the fifth year, their product in its current form was likely to be
obsolete. However, the innovative approach that they had devised and
patented could be sold to a larger chip manufacturer for a decent sum.
Accordingly, the two budding entrepreneurs estimated the cash flows for this
project (call it Project A) as follows:
Year Project A
Expected Cash
flows ($)
0(1,000,000)
150,000
2200,000
3600,000
41,000,000
51,500,000
An alternative to pursuing this project would be to immediately sell the
patent for their innovative chip design to one of the established chip makers.
They estimated that they would receive around $200,000 for this. It would
probably not be reasonable to expect much more as neither their product
nor their innovative approach had a track record.
They could then invest in some plant and equipment that would test
silicon wafers for zircon content before the wafers were used to make chips.
Too much zircon would affect the long-term performance of the chips. The
task of checking the level of zircon was currently being performed by chip
makers themselves. However, many of them, especially the smaller ones, did
not have the capacity to permit 100% checking. Most tested only a sample of
the wafers they received.
Dan and Susan were confident that they could persuade at least some
of the chip makers to outsource this function to them. By exclusively
specializing in this task, their little company would be able to slash costs by
more than half, and thus allow the chip manufacturers to go in for 100%
quality check for roughly the same cost as what they were incurring for a
partial quality check today. The life of this project too (call it project B) is
expected to be only about 5 years.
The initial investment for this project is estimated at $1,100,000. After
taking into account the sale of their patent, the net investment would be
$900,000. As for the future, Dan and Susan were pretty sure that there
would be sizable profits in the first couple of years. But thereafter, the zircon
content problem would slowly start to disappear with advancing technology
in the wafer industry. Keeping all this in mind, they estimate the cash flows
for this project as follows:
2
Year Project B
Expected Cash
flows ($)
0($900,000)
1650,000
2650,000
3550,000
4300,000
5100,000
Dan and Susan now need to make their decision. For purposes of
analysis, they plan to use a required rate of return of 20% for both projects.
Ideally, they would prefer that the project they choose have a payback
period of less than 3.5 years and a discounted payback period of less than 4
years.
Questions:
1. Rank the projects based on each of the following metrics: Payback period,
Discounted payback period, NPV, IRR, Profitability Index.
2. Susan believes that the best approach to make the decision is the NPV
approach. However, Dan is not so sure that ignoring the other metrics is a
good idea. Which of the approaches or metrics would you propose? In
other words, would you prefer one or more of these approaches over the
others? Explain why.

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