19 Pages Posted: 14 Jun 2009
Students are in the role of Target Corporation's CFO considering the pros and cons of a variety of capital-investment proposals. The CFO is preparing his thoughts prior to a meeting of the Capital Expenditure Committee (CEC) with other Target senior executives to consider the merits of 10 capital-project requests (CPR), 5 of which are expected to require extra attention. Each CPR has a "dashboard" that summarizes the critical inputs used to compute the net present value (NPV) and internal rate of return (IRR) as well as data about the type of investment (new store or remodel), market size, location, customer-demographic information, as well as the sensitivity of NPV and IRR to changes in various inputs. Students must evaluate the CPRs by balancing corporate-growth objectives with the economics of the projects.
Rev. Mar. 22, 2016
On November 14, 2006, Doug Scovanner, CFO of Target Corporation, was preparing for the November meeting of the Capital Expenditure Committee (CEC). Scovanner was one of five executive officers who were members of the CEC (Exhibit 1). On tap for the 8:00 a.m. meeting the next morning were 10 projects representing nearly $ 300 million in capital-expenditure requests. With the fiscal year's end approaching in January, there was a need to determine which projects best fit Target's future store growth and capital-expenditure plans, with the knowledge that those plans would be shared early in 2007, with both the board and investment community. In reviewing the 10 projects coming before the committee, it was clear to Scovanner that five of the projects, representing about $ 200 million in requested capital, would demand the greater part of the committee's attention and discussion time during the meeting.
The CEC was keenly aware that Target had been a strong performing company in part because of its successful investment decisions and continued growth. Moreover, Target management was committed to continuing the company's growth strategy of opening approximately 100 new stores a year. Each investment decision would have long-term implications for Target: an underperforming store would be a drag on earnings and difficult to turn around without significant investments of time and money, whereas a top-performing store would add value both financially and strategically for years to come.
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Keywords: capital investment, net present value, internal rate of return, discounted cash flow, capital budgeting, weighted average cost of capital
Suggested Citation: Suggested Citation
Eades, Kenneth M. and Yeaton, Saul, Target Corporation. Darden Case No. UVA-F-1563. Available at SSRN: https://ssrn.com/abstract=1418909
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