3) A capital budgeting project is usually evaluated on its own merits. That is, capital budgeting
decisions are treated separately from capital structure decisions. In reality, these decisions may
be highly interwoven. This interweaving is most apt to result in:
A) firms rejecting positive NPV, all-equity projects because changing to a capital structure with
debt will always create negative net present values.
B) firms foregoing project analysis and just making decisions at random.
C) corporate financial managers first checking with their investment bankers to determine the
best type of capital to raise before valuing a project.
D) firms accepting some negative NPV all-equity projects because changing the capital structure
adds enough positive leverage tax shield value to create a positive NPV.
E) firms never changing their capital structure because all capital budgeting decisions will be
overridden by capital structure decisions.
4) The APV method is comprised of the all-equity NPV of a project plus the NPV of financing
effects. The four financing side effects are:
A) tax subsidy of dividends, cost of issuing new securities, subsidy of financial distress, and cost
of debt financing.
B) cost of issuing new securities, cost of financial distress, tax subsidy of debt, and other
subsidies to debt financing.
C) cost of issuing new securities, cost of financial distress, tax subsidy of dividends, and cost of
debt financing.
D) subsidy of financial distress, tax subsidy of debt, cost of other debt financing, and cost of
issuing new securities.
E) cost of financial distress, tax subsidy of debt, increased cost of equity capital, and cost of
issuing new securities.