You are working in the finance department of Micro Expansion Technologies Ltd (MET). The Company has spent $3.3 million in research and development over the past 12 months developing battery technology which will be incorporated into the luxury electric car market. MET now need to choose between the following three options for bringing the product to market. These options are:

Option 1: Manufacturing the product "in-house" and selling directly to the market

Option 2: Licensing another company to manufacture and sell the product in return for a royalty

Option 3: Sell the patent rights outright to the company mentioned in option 2

Your task

Your manager, MET's CFO, Ms Susan Wong, has asked you to evaluate the three different options and draft a memo to the Board of Directors providing recommendations on the alternatives, along with supporting analyses.

Ms Wong has outlined the following three (3) areas you need to cover in your memo:

a)AnalysebasecasefiguresforthethreeoptionsandusingNPVastheinvestmentdecision rule;

b)Provide recommendations based on the base-caseanalyses;

c)Provide recommendations on further analyses and discuss factors that should be considered prior to making a final decision on the three options (Note. You do NOT have to undertake any further financialanalyses).

Further details for the various options are as follows:

Option 1: Manufacturing the product "in-house" and selling directly to the market

Three months ago, MET paid an external consultant $1 million for a production plan and demand analysis. The consultant recommended producing and selling the product for five years only as technological innovation will likely render the market too competitive to be profitable enough after that time. Sales of the product are estimated as follows:

Year Estimated sales volume (units)

1 5,200

2 4,670

3 4,193

4 3,764

5 3,571

In the first year, it is estimated that the product will be sold for $41,000 per unit. However, the price will drop in the following three years to $36,000 per unit and fall again to $34,000 per unit in the final year of the project, reflecting the effects of anticipated competition and improving technologyin the market. Variable production costs are estimated to be $28,300 per unit for the entire life of the project.

Fixed production costs (excluding depreciation) are predicted to be $3 million per year and marketing costs will be $1.6 million per year.

Production will take place in factory space the company owns and currently rents to another business for $2.1 million per year. Equipment costing $91 million will have to be purchased. This equipment will be depreciated for tax purposes using the prime cost method at a rate of 10% per annum. At the end of the project, the company expects to be able to sell the equipment for $41 million.

Investment in net working capital will also be required. It is estimated that accounts receivable will be 25% of sales, while inventory and accounts payable will each be 20% of variable and fixed production costs (excluding depreciation). This investment is required from the beginning of the project because credit sales, inventory stocks and purchases on trade credit will begin building up immediately. All accounts receivable will be collected, suppliers paid and inventories sold by the end of the project, thus the investment in net working capital will be returned at that point. (Refer to Excel spreadsheet example provided in Assessment Details).

Option 2: Licensing another company to manufacture and sell the product in return for a royalty

Champion Batteries Ltd (CIB), a multinational corporation, has expressed an interest in manufacturing and marketing the product under license for 5 years. For each unit sold, CIB will pay $500 royalty fees per unit to MET as part of its licensing agreement. Due to CIB's international reach and strong distribution networks, it is estimated that they can sell 5% more units each year than MET.

Option 3: Sell the patent rights outright to the company mentioned in option 2

As an alternative to a licensing arrangement, CIB has offered to buy the patent rights to the product design from MET for $10 million. This amount would be paid in 4 (four) equal annual instalments, with the first payable immediately.

General Information Relevant to the Analysis

MET's cost of capital is 12% and the company is subject to a 30% tax rate. Assume that royalties and patent right payments are treated as assessable income for tax purposes and that tax is paid at the end of the year in which the income is received. The company is not eligible for any research and development tax deductions. During the project analysis period(s), MET is expected to have other sources of taxable income.

Marking Criteria

Your manager at MET has asked that you structure your memo to begin with a (maximum) one-page summary of your method, key findings and recommendations, supported by no more than three additional pages showing input assumptions, estimated cash flows and supplementary analysis detail and discussion.

Table format for presenting numerical analyses is preferable. Ensure that readers will be able to easily follow what you have done. You may wish to use footnotes under tables that clarify calculations, details and/or assumptions where this is not clear from the table itself.

Excel spreadsheet example provided in Assessment Details:

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Cash flow effects of Net Working Capital Example NWC assumptions: Receivables 5% of following year sales. Inventory and Payables 10% of following variable and fixed NWC will be recouped at end of project life. Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Sales $30, 000, 000 $36, 000, 000 $45, 000, 000 $32, 400, 000 $10, 000, 000 Receivables $1, 500, 000 $1, 800, 000 $2, 250, 000 $1, 620, 000 $500, 000 Total variable and fixed prod'n costs ($17, 000, 000) ($22, 000, 000) ($27, 000, 000) ($20, 000, 000) ($12, 000, 000) Inventory $1, 700, 000 $2, 200, 000 $2, 700, 000 $2, 000, 000 $1, 200, 000 Payables ($1, 700, 000) ($2, 200, 000) ($2, 700, 000) ($2, 000, 000) ($1, 200, 000) NYC $1, 500, 000 $1, 800, 000 $2, 250, 000 $1, 620, 000 $500, 000 $0 CF due to NYC ($1, 500, 000) ($300, 000) ($450, 000) $630, 000 $1, 120, 000 $500, 000 Note: CF due to NVC relate to the NVC changes (additions to working capital), not balances. Students may wish to read the eText chapter 12, although it is not formally covered in the unit