Introduction
So far, the view has been of the corporate strategist concerned with the allocation of capital that has been invested in it. In that way, the view was also that of the external investor, both creditors and equity owners. This chapter continues these discussions more from the point of view of the project sponsor, or middle-level manager, or capital project manager. By any title or description, the most acute concern is the task of developing project proposals, and more specifically, the evaluation—literally, the formal e-value-ation—of any given project idea against corporate hurdle rates they must meet as the minimal decision criteria for project approval. By no means should every project proposal ...
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