Executive Summary Blaine Kitchenware Inc. (BKI)‚ a mid-sized branded small appliances producer for kitchens‚ is founded in 1927 and is managed by the Blaine Family. With the commitment to high quality and offering diverse kitchen appliances‚ Blaine has been growing rapidly over the years and went public in 1994. Recently‚ the company continues to expand its business by outsourcing its production abroad; and over 35% of its revenue comes from outside of U.S. Blaine is characterized as “highly liquid
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Blaine Kitchenware Case Write-Up 1. Based on available information of BKI‚ we believe its current capital structure and payout policy are not quite appropriate. First of all‚ the company is under-levered and over-liquid when it comes to its capital structure. This company in fact issued no debt in 2006. This may result from its conservative management strategies and the fear of risk involved in the process of debt raising. And since the company is totally equity financed‚ it did
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Blaine’s Case 1) Do you believe Blaine’s current capital structure and payout policies are appropriate? Why or why not? 2) Should Dubinski recommend a large share repurchase to Blaine’s board? What are the primary advantages and disadvantages of such a move? 3) Consider the following share repurchase proposal: Blain will use $209 million of cash from its balance sheet and $50 million in new debt bearing interest at the rate of 6.75% to repurchase 14.0 million shares at a price of 418
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Principles of Corporate Finance Comprehensive Case Questions Tire City‚ Inc. 1. Evaluate Tire City’s financial health. How well is the company performing? 2. Based on Mr. Martin’s prediction for 1996 sales of $28‚206‚000‚ and for 1997 sales of $33‚847‚000 and relying on the other assumptions provided in the Tire City case‚ prepare complete pro forma forecasts of TCI’s 1996 and 1997 income statements and year-end balance sheets. As a preliminary assumption‚ assume any new financing required will
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management and logistics is the key of success Company background Established in 1994 and open virtual door in 1995 Pick up dot come bubble and developing their company other than books Products: books‚ CDs‚ videos‚ toys and games‚ electronics‚ kitchenware‚ computers‚ cards‚ and auctions Services: search for books‚ personalized recommendations‚ based on part purchases Sales $3billion annually. Delivery process Inventory: 2.7 million products Flow of products from suppliers distribution centres
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Sense of Change Management‚ 2nd edition Case studies – text and questions Contents Case study 1: Aster Group 3 Case study text: Aster Group 3 Introduction 3 History‚ culture‚ orientation 4 Drivers for change 6 Leadership 8 No shotgun wedding 9 The transition period – one year on 11 Project management 12 Organizational development 13 Developing management and leadership capacity and capability 14 Case study questions: Aster Group 17 Individual
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IKEA Case Analysis IKEA has a distinct market segment in the home furnishing arena. It has created a niche market with innovative designs‚ quality‚ and low price structure. IKEA has employed the cost leadership and product differentiation strategies through low price structure and innovative designs‚ respectively. Additionally‚ the uniqueness of the disposable furniture concept allowed IKEA to capitalize on the first mover advantage (Harrison & Enz‚ 2005). Behavioral Customer Segmentation
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likely risk-takers‚ technologically-savvy‚ and connoisseurs of fine food and wine. Customers at IKEA look for a shopping experience that fulfills and exceeds their expectations by finding multiple types of furniture and other compliments (i.e. kitchenware‚ decorations‚ etc) that are practical and can accommodate a “good-living” standard. Aside from fulfilling the need for new furniture‚ customers at IKEA also valued complimentary
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Running head: L. J. Summers Company – Case Study Case Study: L. J. Summers Company K Green Case Study Analysis: L. J. Summers Company Problem The problem in this case is L. J. Summers Company’s recently implemented cost reduction plan is causing degradation in the organization’s laissez-faire culture and has put the company at risk while challenging their competitive advantage. Furthermore‚ the inexperienced production manager (owner’s son‚ Blaine) is using his unearned power as an authoritarian
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Facts: The Negro plaintiffs in these cases were denied admission schools attended by the white children under the laws requiring or permitting segregation according to race. All the court adhered to the “separate but equal” doctrine and held that the plaintiffs were not admitted to the white schools (except for the plaintiff in the Delaware case). In the instant cases‚ the plaintiffs contend that segregated public schools are not “equal” and they are deprived of the equal protection of the laws.
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