Comparing Alternatives - Basic concepts comparing alternatives

7 important questions on Comparing Alternatives - Basic concepts comparing alternatives

When are projects independent?

Projects are independent if accepting one project does not necessarily lead to accepting or rejecting another project.

When is a project justifiable/acceptable/economically acceptable?

If NPV > 0 and IRR > WACC (discount rate)

What is a basic rule/principle in comparing alternatives?

The alternative that requires the least investment of capital is chosen unless the extra benefits obtained by investing additional capital are better than those that could be obtained from investment of the same capital elsewhere in the company at the MARR.
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What [3] things also have to be considered in ensuring a comparable basis?

  1. Operational performance factors (output capacity, speed, thrust, reliability, setup time)
  2. Quality factors (number of defect-free units, reject rate)
  3. Useful life, capital investment required, revenue changes, various annual expenses or cost savings.

What do economical analyses of mutually exclusive alternatives focus on?

The difference among different projects.

What are [2] rules for comparison of mutually exclusive alternatives?

  1. When revenues and other economic benefits are present and vary among alternatives choose the alternative that maximizes overall profitability | Select the alternative that has the greatest positive equivalent worth at i = MARR and satisfies all project requirements.
  2. When revenues and other economic benefits are not present or are constant among the alternatives, consider only the costs and select the alternative that minimizes total cost | Select the alternative that has the least negative equivalent worth at i = MARR and satisfies all project requirements.

What are staged projects?

Doing a first project is a prerequisite for going to a next projects this second stage does not need to be committed when accepting the first project.

The decision can be made in stages.

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