商品敘述：

PPL Corp., an electric utility in Pennsylvania, needs to finance $1 billion of peaking plants as part of its new growth strategy. In February 2001, Steve May, director of finance for PPL''s Global Division, is responsible for recommending a finance plan. After considering all the options, May decides that a synthetic lease is the best option, but he must decide whether to recommend a traditional or a limited recourse synthetic lease and how to structure the specific terms. The limited synthetic lease, in contrast to the traditional structure, requires a smaller corporate guarantee on the assets and has greater off-credit treatment, which is important given the company''s growth strategy and limited debt capacity. However, finding investors willing to accept greater project risk will cost more and take more time. Timing is an issue for May because if he doesn''t close the financing within the next two months, PPL will lose a valuable option to buy turbines for its peaking plants. Failure to exercise the option could delay the company''s construction schedule, something PPL wants to avoid given the nationwide race to build new generating plants.

涵蓋領域：

Financial engineering;Foreign investment incentives;Accounting standards;Finance;Financial instruments;Earnings;Financial strategy;Leasing;Buy or lease decisions;Deregulation;Cross functional management;Project finance;Motivation;Advertising strategy;Execution

相關資料：

Spreadsheet Supplement, (9-202-734), 0p, by Carrie Ferman;
Case Teaching Note, (5-204-046), 13p, by Benjamin C. Esty

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