Chapter 21 - Answer
Chapter 21 - Answer
Chapter 21 - Answer
CHAPTER 21
FINANCIAL RISK MANAGEMENT
SUGGESTED ANSWERS TO THE REVIEW QUESTIONS AND PROBLEMS
I. Questions
1. Refer to page 520.
2. Refer to pages 520 through 521.
3. Refer to page 521.
4. Refer to pages 522 through 523.
5. Refer to pages 524 through 527.
6. Refer to page 532.
7. Refer to pages 527 though 528.
8. Refer to pages 537 through 538.
9. Refer to pages 538 through 539.
10. A decision tree is an analytical tool used in a problem in which a series
of decision has to be made at various time intervals, with each decision
influenced by the information that is available at the time it is made.
The decision branches will be drawn as broken lines emerging from
square nodes and the outcomes of a trail as solid lines emerging from
round nodes. The square nodes, from which the decision branches are
drawn, represent the points at which decision maker selects his decision.
The round nodes represent the points at which the outcome of the
decision arises. The decision maker has no control over the outcome and
can only estimate the probability of the various outcomes actually
occurring. When all of the decisions and outcomes have been represented
on the tree, each of the possible routes through tree is considered and the
monetary payoff is shown at the end of each route. Any costs incurred by
the decisions are indicated along the appropriate branches.
II. Multiple Choice Questions
21-1
Chapter 21
1.
2.
3.
III. Problems
Problem 1
Expected Profit:
Product X =
Product Y =
Analysis:
Based on the above data, the choice will be made for Product X.
Problem 2
(a)
P34,000
P2.50
13,600 units
The probability that sales will equal or exceed 13,600 units is the
probability that sales will be 14,000, 16,000 or 18,000 units, which is
(0.25 + 0.30 + 0.20) = 0.75 or 75%.
(b)
17,600 units
The probability that sales will equal or exceed 17,600 units is the
probability of sales being 18,000 units, which is 0.20 or 20%.
21-2
Chapter 21
Problem 3
Probability
0.10
0.30
0.30
0.20
0.10
1.00
Sales Volume
(units)
Expected Sales
Volume (units)
2,000
6,000
8,000
10,000
14,000
200
1,800
2,400
2,000
1,400
7,800
EV of contribution
Less: Additional fixed overhead
EV of additional cash profit per annum
P31,200
20,000
P11,200
Cash Flow
P (40,000)
11,200
3,000
DCF @ 10%
PV of Cash Flow
1.0000
4.3550
0.5645
P (40,000)
48,776
1,694
P 10,470
(b) Calculation of minimum volume of sales per annum required to justify the
project
At break-even, the NPV would be zero. Taking the cost of the equipment and
its residual value, the minimum required PV of annual cash profit would be
as under:
PV of capital outlay
PV of residual value
PV of actual cash profit required for NPV of 0
P40,000
1,694
P38,306
(P38,306/4.355)
21-3
P 8,796
20,000
P28,796
Chapter 21
= P4
7,199 units
Problem 4
Annual cash inflow
Less: Project cost
Net present value
(P4,500 x 2.9137)
P13,112
12,000
P 1,112
100
9.27%
100
8.48%
=
=
=
=
0
P12,000
P12,000/P4,500
2.6667
Hence, x = 2.6667 and at 18% for 4 years, the annuity factor is 2.6667.
Sensitivity %
18% 14%
14%
21-4
29%
Chapter 21
Analysis:
The cash inflow is more sensitive, since only 8.5% change in cash inflow
will make the NPV of the project zero.
Problem 5
PV of Savings
Year 1
(P60,000 x 0.9259)
Year 2
(P70,000 x 0.8573)
P 55,554
60,011
P115,565
P18,518
21,432
39950
75,615
70,000
P 5,615
100
8.02%
100
14.06%
100
Analysis:
21-5
4.86%
Chapter 21
21-6