A fuzzy real option approach for investment project valuation
Introduction
DCF-based approaches to project valuation implicitly assume that a project will be undertaken immediately and operated continuously until the end of its expected useful life, even though the future is uncertain. By treating projects as independent investment opportunities, decisions are made to accept projects with positive computed NPVs. Traditional NPV techniques only focus on current predictable cash flows and ignore future managerial flexibilities, therefore, may undervalue the projects and mislead the decision makers. Furthermore, for high-risk investment projects, the traditional NPV method may adopt higher discount rates to discount project cash flows for trade-off or compensation. However, higher discount rates may result in the underestimation of project value and the rejection of a potential project. For instance, investments such as new drug development or crude oil exploitation may carry high risk, but may also bring higher returns.
Since DCF-based approaches ignore the upside potentials of added value that could be brought to projects through managerial flexibilities and innovations, they usually underestimate the upside value of projects (Bowman and Moskowitz, 2001, Dixit and Pindyck, 1995, Luehrman, 1998, Trigeorgis, 1993, Yeo and Qiu, 2003). In particular, as market conditions change in the future, investment project may include flexibilities by which project value can be raised. Such flexibilities are called real options or strategic options. The real options approach to projects valuation seeks to correct the deficiencies of the traditional valuation methods through recognizing that managerial flexibilities can bring significant values to projects. According to real options theory, an investment is of higher value in a more uncertain or volatile market because of investment decision flexibilities.
Real options approach, as a strategic decision making tool, borrows ideas from financial options because it explicitly accounts for future flexibility value. Real options analysis is based on the assumption that there is an underlying source of uncertainty, such as the price of a commodity or the outcome of a research project. Over time, the outcome of the underlying uncertainty is revealed, and managers can adjust their strategy accordingly.
The objectives of this paper are to develop a fuzzy binomial approach to evaluate a project embedded with real options, to propose a method suitable for computing the mean value of fuzzy NPV, and to explore the value of multiple options existing in projects. The paper is organized as follows. Section 2 provides a survey of real options analysis. We especially focus on pricing, applications and recent developments of real options analysis. Section 3 presents a fuzzy binomial approach to evaluate a project under vague situations. This section also proposes a method to compute the mean value of fuzzy NPV. Section 4 illustrates a project valuation based on our approach. In the example, the values of the real options are also assessed. Section 5 discusses the results and findings in the example. Finally, conclusions are drawn in Section 6.
Section snippets
Related works
Based on real options theory, Chen, Zhang, and Lai (2009) presented an approach to evaluate IT investments subject to multiple risks. By modeling public risks and private risks into a unified framework, they utilized the binomial model to evaluate an ERP development project. Wu, Ong, and Hsu (2008) argued that ERP may be best represented by a non-analytical, compound option model. However, most IT studies that employ the options theory only consider a single option, use an analytical model such
Expanded net present value
The NPV approach assumes a fixed scenario, in which a company starts and completes a project that then generates cash flows during some expected lifetime without any contingencies. The approach anticipates no contingency for delaying or abandoning the project if market conditions turn sour. However, the assumption about NPV does not fit the actual situation. In reality, if the market is unfavorable, the project could be postponed to undertake until market conditions turn better; or, the project
An illustrative example
An enterprise must continually develop new products and introduce them into the market to create profit. Therefore, evaluating projects of new product development is a crucial task that should be an ongoing effort of an enterprise. In this case, a local biotechnology company in Taiwan proposes a new product development project that needs evaluation. The project must go through two stages before the new product can be introduced into the market. Stage one of the project will require two years
Discussion
In Table 1, we summarize the evaluation results of the new product development project that embedded with three different real options, respectively.
From the evaluation results, we can observe that if the project does not have any decision flexibility, the project’s NPV is −11.08 (million NT$) and the project should therefore be rejected. However, when the project is embedded with some decision flexibilities, the decisions will be different. Confronting uncertain market conditions, the decision
Conclusions
Since the options-related commodities could not be priced objectively, they were not widely accepted in the market. Until 1973, Black–Scholes proposed a valuation model that allowed investors to price the options; investors no longer needed to rely on subjective judgments. Since then, transactions and innovations in options have continually developed. Options have become the most popular financial commodities and have satisfied the market’s needs for hedge and arbitrage.
There is a similar
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