AACE International Recommended Practice No. 34R-05 BASIS OF ESTIMATE TCM Framework: 7.3 – Cost Estimating and Budgeting Acknowledgments: Todd Pickett‚ CCC (Author) Peter R. Bredehoeft‚ Jr. Ted A. Downen Larry R. Dysert‚ CCC Bruce G. Elliott‚ CCC John K. Hollmann‚ PE CCE Copyright 2010 AACE International‚ Inc. Stephen M. Jacobson CCC Carlton W. Karlik‚ PE Christopher L. Kinney Donald F. McDonald‚ Jr. PE CCE PSP Bernard A. Pietlock CCC Richard A. Selg‚ CCE AACE International Recommended Practices
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MgtS 4481 Sec. 5 Geoffry Bell‚ Ph. D. February 6‚ 2012 Hand-In Summary 1 Hambrick and Fredrickson’s literature review‚ Are you sure you have strategy? focuses on the key components of a strategy. Its purpose is to expand on the past 30 years of strategic frameworks and help us identify what actually constitutes a strategy. When executive call everything strategy‚ they create confusion‚ so this article works to dispel the misconception many executives and scholars hold that a strategy is
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agency problems on the cost of capital Tung-Hsiao Yang* Current Version: September 10‚ 2008 * Assistant Professor of Finance‚ National Chung Hsing University‚ Department of Finance‚ No. 250‚ Kuo Kuang Rd.‚ Taichung 40227‚ Taiwan‚ tyang1@nchu.edu.tw. The author thanks National Science Council for financial support in this project‚ NSC96-2416-H-005-026. The Impact of two agency problems on the cost of capital Abstract We test the relation between the cost of capital and two agency problems
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commercial establishments and people will ultimately bring about problems in solid waste. In order to address/response to this problems‚ measures and steps must be taken‚ among which are the provision of solid waste management service‚ provision of more cost effective collection and hauling services‚ development and implementation of other solid waste disposal approaches such as sanitary landfill‚ incineration and waste to energy disposal scheme. Generation rates: Rural – 0.3 kg/person/day Urban
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case “Marriott Corporation: The cost of capital” 1) Are the four components of Marriott’s financial strategy consistent with its growth objective? In my opinion‚ the four components of Marriott’s financial strategy are consistent with its growth objective. As we find in the case‚ the four components of Marriott’s financial strategy: Manage rather than own hotel assets‚ Invest in projects that increase shareholder value‚ Optimize the use of debt in the capital structure‚ and Repurchase undervalued
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1. Why does Mr. Butler have to borrow so much money to support this profitable business? 2. Do you agree with his estimate of the company’s loan requirements? How much will he need to borrow to finance his expected expansion in sales (assume a 1991 sales volume of $3.6 million) 3. As Mr. Butler’s financial adviser‚ would you urge him to go ahead with‚ or to reconsider‚ his anticipated expansion and his plans for additional debt financing? As the banker‚ would you approve Mr. Butler’s loan
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CASE STUDIES IN FINACE CASE STUDY 3: ESTIMATING THE COST OF CAPITAL QUESTION 1: a)b)c) The Capital Assets Price Model (CAPM) is used to describe the relationship between risk and expected return and is often used to estimate a cost of equity (Investopedia‚ 2009). The cost of equity(COE) of the discount rate is: R = Rf + β*(E - Rf) (1) Rf = Risk free rate of return‚ usually U.S. treasury bonds β = Beta for a company E = Expected return of the market
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CHAPTER 9 THE COST OF CAPITAL (Difficulty: E = Easy‚ M = Medium‚ and T = Tough) Multiple Choice: Problems Easy: Cost of common stock Answer: d Diff: E [i]. Bouchard Company ’s stock sells for $20 per share‚ its last dividend (D0) was $1.00‚ and its growth rate is a constant 6 percent. What is its cost of common stock‚ rs? a. 5.0% b. 5.3% c. 11.0% d. 11.3% e. 11.6% Cost of common stock Answer: b Diff: E [ii]. Your company ’s stock
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ADVANTAGE : A RESOURCE-BASED PERSPECTIVE CEO PUBLICATION G 93-19 (239) P ATRICK M. WRIGHT Texas A&M University G ARY C. MCM AHAN University of Southern California ABAGAIL MCWILLIAMS Texas A&M University November 1993 C e n t e r for Ef f e c t i v e O r g a n i z a t i o n s - M a r s h a l l S c h o o l o f B u s i n e ss U n i v e r s i t y o f S o u t h e r n C a l i f o r n i a - L o s A n g e l e s‚ C A 9 0 0 8 9 – 0 8 0 6 TEL (2 1 3) 7 4 0 - 9 8 1 4 FAX (2 1 3) 7 4 0 - 4 3 5 4
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straight example more so than Radin’s or Brinton‚ Rickett states "The Trickster is a man... struggling by himself to become what he feels he must become- master of the universe."(Rickett‚ 336) The Trickster is not a god‚ because he is but a man wanting to be held as high as a god and have powers of a god without anyone else’s help. He is clever in his disguises‚ he can become whoever or whatever to obtain their powers‚ but because he does not know how to use them right he in the end loses them. While
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