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Compact case
Case
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Reference no. 9-275-113
Published by: Harvard Business Publishing
Originally published in: 1975
Version: 16 November 1984

Abstract

A large integrated oil company is debating whether to switch from a single hurdle rate to multiple hurdle rates for project analysis purposes. Raises questions on: (1) determination of the cost of equity; (2) the usefulness of multiple hurdle rates to adjust for project risk; (3) differences between a project's risk and its impact on overall corporate risk; and (4) the limitations of project analysis and capital budget systems.
Location:
Size:
USD6 billion sales
Other setting(s):
1975

About

Abstract

A large integrated oil company is debating whether to switch from a single hurdle rate to multiple hurdle rates for project analysis purposes. Raises questions on: (1) determination of the cost of equity; (2) the usefulness of multiple hurdle rates to adjust for project risk; (3) differences between a project's risk and its impact on overall corporate risk; and (4) the limitations of project analysis and capital budget systems.

Settings

Location:
Size:
USD6 billion sales
Other setting(s):
1975

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