You are Wanida. Write a report to Korkrit informing him of the course of action that ye think should be suggested to the hotel's board of directors. You should consider the following questions in formulating that course of action: 1. What are the relevant cash flows associated with each project? 2. What criteria and method should be used to evaluate the projects? 3. How can projects with different lives be compared? 4. What discount rate should be used? You think the discount rate Korkrit sugg of 5% is too low. Investing in the two projects is certainly riskier than putting d money in the bank. The weighted average cost of capital can be estimated from information given: WACC = .75(12%) + .25(10%)(1 - 3) 5. What are the key value drivers and assumptions? How do they affect the attractiveness of the projects? This is the case study information: Phuket Beach Hotel: Valuing Mutually Exclusive Capital Projects Mike Campbell, General Manager of Phuket Beach Hotel, paced his office and considered an offer made by Planet Karaoke Pub. Planet Karaoke Pub was expanding fast in Thailand. It was looking for a venue in Patong beach area for setting up another outlet, and was eyeing an unused space owned by the Hotel. At this point, the space was located on the second floor of the main building and was very much under-utilised. It was reserved for the construction of an alley linking to a new wing for the hotel, which would not be completed until two years later. Planet Karaoke Pub offered to sign a four-year lease agreement with the hotel for renting part of the unused space. It proposed to pay: - a monthly rental fee of 170,000 baht for the first two years; and - thereafter, a 5% increment for the next two years. In order to accommodate the hotel's expansion plan, Planet Karoke Pub required only 70% of the unused space, which had a size of 3,000 sq. feet. This would allow the hotel to keep the remaining space for the creation of an alley two years later. It was envisaged that the propased pub would not affect the hotel's future expansion plan. Nevertheless, Mike was still a bit perplexed about the decision facing him. Similar development proposals had previously been rejected by the board of directors. One of the old proposals, which involved converting the space into a cigar and champagne bar, had been rejected by the board because it required a long payback period. Another proposal for the creation of a spa was discarded due to its low return on investment. Given that the present capital budgeting system ranked projects according to payback period and average return on investment, Mike decided to seek a careful analysis of the offer from the Pub.' That evening, Mike asked to meet with Korkrit Manming, the hotel's Financial Controller, to discuss the offer from Planet Karaoke Pub. The Mutually Exclusive Projects: Mike's discussion with Komkrit went as follows: Mike: I see you have been busy. But I still need you to evaluate the offer from Planet Karaoke Pub for me, and to give me any positive or negative insights that you think are significant. Kornkrit: No problem. 1 can present to you a detailed analysis within this week. But don't you think we should provide more alternatives for the hotel owners to decide? Mike: That's what I've been thinking. Perhaps we can create a pub by oursehies. Karaoke pubs are spreading fast in Thailand. A number of surveys have shown that they attract a lot of customers and tourists. Kornkrit: That sounds like a good idea. Mike: Please assess the projects carefully. You may ask your new assistant Wanida to help you. This is simple, isn't it? Kornkrit: I think the most dificult part is to estimate future profits and allocate overhead costs to the each project. I'll work on this first. Then I'll ask Wanida to rank the projects according to their payback period and return on investment. Mike: Good. I would like to have the results of your analysis next Monday. Kornkrit's Analyses: Komkrit began his evaluation by reviewing the offer from Planet Karaoke Pub and estimating the revenues and costs associated with an alternative project, Beach Karaoke Pub. Planet Karaoke Pub: To make the space ready for lease, the hotel had to set up partitions and a small kitchen. Various estimates of the up-front renovation costs ranged between 770,000 baht and 1,000,000 baht. The costs would be depreciated over the life of the project using the straight-line method, with zero salvage value. Since the existing toilets, elevators and carpets would be utilised to support this project, Komcrit believed that a fair share of these overhead expenses should be allocated to the project. The pro rata allocation of the costs of these facilities, based on the floor area of the space used for the project, amounted to 55,000 baht. Due to the foreseeable increase in activity, Komerit would like to charge this project for an increase in repair and maintenance costs of 10,000 baht per annum. The pub would pay all utility and other expenses. Beach Karaoke Pub: The project would require an up-front investment ranging between 800,000 and 1,200,000 baht. This represented the cost of a modern-style dcor. Other capital investment, including chairs, bar tables, kitchen set-up and karaoke equipment, would amount to 900,000 baht. Komkrit expected revenue to be generated 50% from walk-ins and 50% from hotel guests. Estimated total sales would be 4,672,000 baht for the first year of operation. Korkrit arrived at this figure by assuming an average of 64 covers per day with an average check of 200 baht. With a seating capacity of 32, the pub had to turn tables at least twice a day. Operating hours of the pub would be from 5:00 p.m. to midnight. The projected length of the project was six years. Sales were expected to grow at 5% per annum in terms of the average check. Growth in covers would be limited due to limited capacity. Korkrit's estimates for operating costs were as follows: Food and beverage costs: 25% of sales Salaries: 16% of sales Other operating expenses: 22% of sales Depreciation: equipment & furniture Depreciated equally over the life of the project using the straight-line method; with zero salvage value at the end Annual capital expenditure = Equalled depreciation Korcrit estimated that salary expenses would account for 16% of sales. Staff could be recruited internally because the hotel had excess manpower at this point. The excess staff had long-term contracts with the hotel and were kept in order to meet the demands of the growing business. Repairs and maintenance costs were estimated to be the same as for Planet Karaoke Pub. Capital Structure Phuket Beach Hotel has a capital structure consisting of 75% equity and 25% debt. The debt consisted entirely of loans from Siam Commercial Bank bearing an interest rate of 10%. The hotel owners' cost of equity was 12%. The corporate tax rate in Phuket was 30%. The Test Korkrit was quite happy with his estimates, though it had taken him more time than he had originally thought. Now, he had all the figures he needed. The next step was to rank the projects according to the criteria set by the hotel's capital budgeting system. He saved his file and sent it to his new assistant Wanida, a recent graduate from Thammasat University. "Here you go, Wanida. This will test what you learnt at business schooll," he thought. The following is an excerpt from an email from Kornkrit: To: Wanida Daoruang