Flying Monkey Enterprise and Planes Inc. separately approach you (Magical Financial Consultants) to design a lease. The specifics are as follows. Lessee: Flying Monkey Enterprise. Incremental borrowing rate is 12%. Lessor: Planes Inc. (A plane manufacturer.) Expected rate of return is 10%.Leased asset: An airplane. Fair value of asset: $ 10 million. Cost for lessor to manufacture the plane is $8m. Economic life: 20 years. Lessor insists that the residual value be guaranteed. A schedule of residual value is in the table attached. In your meeting with Flying Monkey Enterprise, it insisted that the lease be designed as an operating lease because it does not want to ruin its balance sheet with an enormous liability. In your meeting with Planes Inc., it insisted that the lease be designed as a sales type lease. Required: How long can the lease be at most before it become impossible for us to have an operating lease for the lessee? How can we structure the lease (e.g. lease term and the treatment ofresidual value) so that it is an operating lease for lessee and a capital lease for lessor? Where is the magic? Suppose you succeed in making the lease operating for lessee and capital for lessor. On whose balance sheet is the airplane now?