Assets Turnover Ratio 3.6 Inventory Turnover Ratio 3.7 Debtors Turnover Ratio 3.8 Interest Coverage Ratio 3.9 Operating Profit Margin 3.10 Profit Before Interest And Tax Margin or EBIT 3.11 Gross Profit Margin 3.12 Net Profit Margin 3.13 Return On Capital Employed 3.14 Return On Net Worth 3.15 Earnings Per Share 3.16 Book Value 3.17 Price Earning (P/E) 3.18 Price to Book Value 4 Comparison of IOCL financial ratios with Refinery Industry 5 Analysis of Director’s Report and MDA 5.1 Analysis of Director’s
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3M Optical Systems: Managing Corporate Entrepreneurship MST550 – Capstone Professor Jack Raiton HBSP Case #395-017 Discussion Questions 1. What practices make 3M such an innovative company? 2. What is Any Wong’s role as the OS Unit’s general manager? How effective has he been? 3. What is Paul Guehler’s role as division vicepresident? How effective has he been? 4. What should Andy Wong do with the computer screen AFE? If he gets the AFE‚ should Guehler fund it? Case Outline • • • • • •
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Working Capital Management and Capital Budgeting Alexis A. Stoute University of Phoenix Finance for Business FIN/370 Terry Dowdy‚ PhD August 02‚ 2010 Working Capital Management and Capital Budgeting This week’s assignment focused on Working Capital Management and Capital Budgeting. As per the class syllabus‚ students were to formulate responses for questions 4-6A (Chapter 4) and 5-1A‚ 5-4A‚ 5-5A‚ and 5-6A (Chapter 5) from the book Financial Management: Principles and Applications
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FOREX RISK MANAGEMENT STRATEGIES FOR INDIAN IT COMPANIES ABSTRACT Foreign exchange risk is the effect that unanticipated exchange rate changes have on the value of the firm. There are a variety of strategies which are designed to manage foreign exchange risk. Each of them‚ however‚ is constructed under specific assumptions‚ for a specific risk profile. It is often the case that several strategies are applicable to a given scenario. The question arises as to which strategy would be expected to yield
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New companies entering the market‚ mergers‚ and globalization‚ on pricing and the sustainability of profits Sustainability at 3M grew from a commitment to both innovation and ethical conduct. By continually increasing sustainability at the economic‚ social‚ and environmental levels‚ we believe we are building a strong‚ vital company today‚ and leaving a rich legacy on which future generation. We recognized early that doing business in new‚ smarter ways would not only create a more viable
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1. How the 3 M innovation process evolved from the time the company was found? Answer: The innovation process at 3M has typically been a focus area for the upper management. The company had taken a getoutoftheway attitude towards the product developers who in turn have worked accordingly towards innovation. Along with technicians each team had a process engineer to ensure that the product was efficiently made. The entire team did not face any risk if the product failed.
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1. How has 3M’s innovation process evolved since the company was founded? Why‚ if at all‚ does 3M known as a "hothouse" of innovation‚ need to regain its historic closeness to the customer? First‚ they discover their first product by accident. Technician bypass purchasing agents in order to better understand product needs. Walked into factories and workplaces and talk directly to workers. Then‚ one developer discovered some success ignoring company order. Causing the attitude. It is better
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CASE #4: 3M Canada: Industrial Business Division PROBLEM RECOGNITION * The target is to increase growth rate from 3-5% to 12-15% in 18 months * OEM market is mature with limited prospects of expansion * Ultimately shifting overall focus from OEM market to MRO market * High unfamiliarity and low exposure to the MRO market * IBD’s share of distributor sales was 2% of distributors’ revenue * Transitioning focus from Special and Niche accounts to Large National accounts
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Working Capital Simulation: Managing Growth Gregory Smith FIN/571 March 10‚ 2015 Mrs. Debra Hartsfield Working Capital Simulation: Managing Growth The Harvard Business Simulation asked that one act as the C.E.O. of Sunflower Nutraceuticals (which will be referred to as SNC throughout this paper). Within the simulation there were phase in which decisions were made to help SNC with the growth of the company. This paper will explain the decisions made will influence SNC to estimate the value of the
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Problem: * Dell Want to continue it’s growth for the next year of 1997 by around the same growth of 1996 since it grow by 52% in that year while the industry grow by 31% and the industry will grow by 20% in 1997 while Dell will grow by 50%. * Dell needs to come with a plan to finance its growth for the year of 1997 Possible solution: * Dell could use external fund to finance their growth taking loan from banks. * The advantage of that solution is that they can distribute dividends
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