MIA ICS Case Writing Group Case Study No. 3 WHY DON’T WE SELL THE CLUB? By Hur Tze Huan CA(M)‚ FCMA(UK)‚ CFP‚ MBA(UKM)‚ Cert. Trainer The Club Releks Golf & Country Club (the Club) was one of the few members’ clubs in Malaysia. Its 4‚000 plus members not only enjoyed golfing and other recreational activities of the Club‚ they were also each a part owner of the Club’s assets‚ including the land. The Club’s 36-hole course sat on 300 acres of prime land surrounded by residential and shop-office
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SQL> select * 2 from area64; ARNO ARNAME ARTYP ---------- -------------------- ----- 1 Mumbai Urban 2 Paud Rural 3 Pune Urban SQL> select * 2 from ppl64; PNO PNAME DOB INCOME ARNO ---------- -------------------- --------- ---------- ---------- 1 Nikhil 10-AUG-91 150000 3 2 Suyoga 18-OCT-95
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Running Head: AGENCY STRUCTURE Assignment 1: Agency Structure Ja Nae’ Roberts Dr. Stephen Kenealy PAD 505: Public Budgeting and Finance October 28‚ 2012 Administrative Structure of Federal Government The first agency chosen is the U.S. Coast Guard. “The U.S. Coast Guard is one of the five armed forces of the United States and the only military organization within the Department of Homeland Security” (U.S. Coast‚ 2012). The USCG is located within
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1) Using pertinent information from the case text‚ prepare a capital budgeting analysis of the wind turbine project using the payback and net presentation value or internal rate of return models. Costs for Wind Turbine include: SEDs Fee - Grant ($157‚000 - 15‚000) $142000 Purchase and Installationn - Grant ($3‚900‚000 - $582‚000) $3‚318‚000 · Loan for $3‚300‚000 for 10 years and 7.3 interest rate $465‚935.76 per year (10 years) · Cash $18‚000 Insurance and Maintance Fee $75000 per year
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THE IMPACT OF THE BUDGETING PROCESS ON PERFORMANCE IN SMALL AND MEDIUM-SIZED FIRMS IN CHINA Yang Qi THE IMPACT OF THE BUDGETING PROCESS ON PERFORMANCE IN SMALL AND MEDIUM-SIZED FIRMS IN CHINA 杨齐 Yang Qi Graduation Committee: Prof. dr. P. J. J. M. van Loon (chairman) University of Twente Prof. dr. P. B. Boorsma (promotor) University of Twente Dr. P. A. T. M. Geurts (assistant promotor) University of Twente Prof. dr. N. P. Mol University of Twente Prof. dr. M. R. Kabir University
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GLOBALIZING THE COST OF CAPITAL AND CAPITAL BUDGETING AT AES 1. How would you evaluate the capital budgeting method used historically by AES? 2. If you implemented the methodology suggested by Venerus‚ what would be the range of discount rates one would use around the world? 3. Does this make sense as a way to do capital budgeting? 4. How big a value difference does this new approach make to the Pakistan project? 5. How do these cost of capital modifications translate into changed probabilities
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Week 9 Assignment 2 Submission Assignment 2: Capital Budgeting Futronics‚ Inc. $2 billion company‚ reducing costs and corporate overhead to use outside vendor resources. Initial investment costs $1 billion. There is 0 salvage value and cost of capital at 8%. Yield cash flows $450‚000 year 1 $350‚000 year 2 $300‚000 year 3 $250‚000 year 4 Internal rate of return Average net return = (450‚000 + 350‚000 + 300‚000 + 250‚000)/4= 1‚350‚000/4 = 337‚500 Average investment = (Investment at beginning
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FINANCIAL MANAGEMENT: CAPITAL BUDGETING MINI CASE 1 CAPITAL BUDGETING (MINI CASE) QUESTION A What is capital budgeting? Solution: Capital budgeting is a required managerial tool. One duty of a financial manager is to choose investments with satisfactory cash flows and rates of return. Therefore‚ a financial manager must be able to decide whether an investment is worth undertaking and be able to choose intelligently between two or more alternatives. To do this‚ a sound procedure to evaluate
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Prepared for The Journal of Applied Corporate Finance Vol. 15‚ No. 1‚ 2002 How do CFOs make capital budgeting and capital structure decisions?1 John R. Graham Associate Professor of Finance‚ Fuqua School of Business‚ Duke University‚ Durham‚ NC 27708 USA Campbell R. Harvey Professor of Finance‚ Fuqua School of Business‚ Duke University‚ Durham‚ NC 27708 USA National Bureau of Economic Research‚ Cambridge‚ MA 02912 USA March 8‚ 2002 1A longer and more detailed version of this paper is published
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Capital Budgeting Methods for Corporate Project Selection In a 2001 Graham and Harvey survey of 392 chief financial officers (CFOs) asked “how frequently they used different capital budgeting methods?” Approximately 75% of the CFOs replied that they use net present value (NPV) or Internal Rate of Return (IRR) always or almost always (Smart‚ Megginson & Gitman‚ 2004‚ pg. 251). Projects are viewed as capital investments in the corporate world‚ and as such‚ are evaluated closely for their possible
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