1. CHAPTER 14
Real Options

2. What is a real option?
Real options exist when managers can influence the size and risk of a project’s cash flows by taking different actions during the project’s life in response to changing market conditions.

3. How are real options different from financial options?
Financial options have an underlying asset that is traded--usually a security like a stock.
A real option has an underlying asset that is not a security--for example a project or a growth opportunity, and it isn’t traded.

4. Types of real options Investment timing options—delay the decision.
Growth options
Increase the capacity of an existing product line
Add new products
Expand into new geographic markets
Abandonment options
Contraction
Temporary suspension
Flexibility options

5. Five Procedures for Valuing Real Options
1.DCF analysis of expected cash flows, ignoring the option.
2.Qualitative assessment of the real option’s value.
3.Decision tree analysis.
4.Standard model for a corresponding financial option.
5.Financial engineering techniques.

6. Example: The investment timing option

7. Approach 1: DCF Analysis ignoring the timing option

8. Scenarios without delay

9. The risk
If we immediately proceed with the project, its expected NPV is $1.08 million.
However, the project is very risky:
If demand is high, NPV = $26.61 million.
If demand is low, NPV = -$ million.
_______________________________

10. What if delay investment for one year?
If we wait one year, we will gain additional information regarding demand.
If demand is low, we won’t implement project.
If we wait, the up-front cost and cash flows will stay the same, except they will be shifted ahead by a year.
The value of any real option increases if:
the underlying project is very risky
there is a long time before you must exercise the option
This project is risky and has one year before we must decide, so the option to wait is probably valuable.

11. Approach 3: Decision Tree Analysis (Implement only if demand is not low.)
Murphy delays the decision and then implements the project only if demand turns out to be high or average.
Discount all cash flows with 14% is not appropriate because 1) there is no possibility of losing money if delay and 2) the investment in year 1 will be certain.
Discount the operating cash flow at 14% but the cost at year 1 at the risk-free rate of 6%.

12. Approach 3: continued

13. The Option to Wait Changes Risk
The cash flows are less risky under the option to wait, since we can avoid the low cash flows.
Given the change in risk, perhaps we should use different rates to discount the cash flows.
Do sensitivity analysis using a range of different rates.

14. Figure 14-2

15. Other Factors to Consider When Deciding When to Invest
Delaying the project means that cash flows come later rather than sooner.
It might make sense to proceed today if there are important advantages to being the first competitor to enter a market.
Waiting may allow you to take advantage of changing conditions.

16. Example: The growth option

17. DCF without the growth option

18. Scenarios without growth

19. What if there is a growth option?
The company will be able to launch a second generation product if demand for the original product is average or above. The second generation product will cost $30 million incurred at year 2. The operating cash flows will be the same as the old product.

21. Homework assignment
Chapter problems: 1,2,3,5.