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Willey International

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WILEY INTERNATIONAL

Professors Paul Bishop and Stephen Sapp revised this case (originally prepared by Professor Robert Higgins) solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality.
Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. This material is not covered under authorization from CanCopy or any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey
Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London,
Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca.
Copyright © 2005, Ivey Management Services

Version: (A) 2005-11-10

In early 2001, Richard Esposito, newly appointed vice-president of finance for
Wiley International, had instituted a new format for the evaluation of offshore capital projects. Henceforth, all proposals with a total cost exceeding the equivalent of US$1 million were to be submitted to Chicago headquarters for approval by the Capital Budget Review Committee (CBRC) headed by Esposito.
Among the first offshore proposals submitted to Esposito was a request from
Wiley’s Brazilian division for the equivalent of $12.9 million to expand production of fractional horsepower motors. Because the forecasted internal rate of return provided by the division manager in Brazil was 19.7 per cent and this well exceeded the company’s hurdle rate of nine per cent, the division manager for
Brazil strongly recommended that Esposito approve the expenditure.
Since this was the first proposal

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