Case 1- Marriott Corporation: The Cost of Capital Some preliminary questions: 1. What do you think about Marriott’s policy of repurchasing shares? Repurchase whenever stock price < warranted equity value Does this mean the market is inefficient? 2. Why does Marriott manage rather than own hotel assets? Finding limited partners on a hotel project is equivalent to selling private equity in the project Is there any reason to
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LOW COST DEVICES IN GOVERNMENT AND EDUCATION -Windows vs. Android- Executive Summary This paper discusses the penetration of tablets in public sector and options that organizations are considering as they evolve their IT infrastructure to address new user needs in the world of mobile devices. Android-based tablets have a lot of obvious appeal considering low acquisition costs against tight public budgets. However‚ when judged against 4 areas critical to public sector and education Ease of
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Traveler Import Cars Case 1. What problems existed at Traveler Import Cars? What are the symptoms? Randy and Beryl‚ a married couple‚ created Traveler Import Cars‚ a car dealership that begin its operation by selling a brand of Japanese cars. Randy worked for many years in the car dealerships as a partner of Capital Imports‚ a car dealership that sells expensive European automobiles. Beryl was an MBA graduate with professional experience on car dealership as a consultant. Together they
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Marriott Case 1. What is the WACC for Marriott Corporation? Cost of Debt Tax Rate We determined this number by taking income taxes paid/EBITDA = 175.9/398.9 = 44.1% Return on debt There are two clear components of debt: fixed and floating. In order to get the fixed debt rate we took the interest rates on fixed-rate government securities and added the premium
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does Marriott use its estimate of its cost of capital? Does this make sense? Marriott has defined a clear financial strategy containing four elements. To determine the cost of capital‚ which also acted as hurdle rate for investment decision‚ cost of capital estimates were generated from each of the three business divisions; lodging‚ contract services and restaurants. Each division estimates its cost of capital based on: Debt Capacity Cost of Debt Cost of Equity All of the above are calculated
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obligations. This paper will look at the case study Eat at My Restaurant – Cash Flow (Gibson‚ 2013) and will analyze the difference between net cash provided by operating activities and net income and determine which a better indicator of long-term profitability is. It will then provide an analysis of the cash flow ratios for each of the firms contained in the case study. Finally‚ this paper will conclude with a determination of if one of the companies in the case study has a cash flow problem. Net
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WALMART High cost of low prices As Wal-Mart CEO Mike Duke indicated in an October 2008 speech to suppliers in Beijing‚ Walmart’s goal is to operate "a supply chain where goods are made in a way that protects our planet; where customers feel good about the safety‚ quality and durability of the products they buy; and where workers are paid well and treated well with the respect and dignity they deserve. To achieve this‚ we are expecting more of ourselves at Wal-Mart‚ and expecting more of our
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Question 6 What is the cost of capital for the lodging and restaurant divisions of Marriott? Answer: The cost of capital for lodging is 9.2% and the cost of capital for restaurants is 13.1% Calculation: WACC = (1-t) * rd * (D/V) + re* (E/V) Where: D= market value of DEBT re = aftertax cost of equity E = market value of EQUITY V = D+E rd = pretax cost of debt t = tax rate To calculate the formula above‚ we need to determine each component Tax rate (t) 56% --> calculated before LODGING
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1. Marriott uses its’ cost of capital estimates to create a hurdle rate to effectively run operations. Marriott uses these estimates to operate its four financial strategies. These are managing rather then owning hotel assets‚ investing in projects that increase shareholder value‚ optimizing the use of debt in the capital structure and repurchasing undervalued shares. If the company uses its overall WACC it may have divisions accept projects with returns below their respective WACC which will result
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Week 3: Nucor at Crossroads Strengths * Strong leadership & progressive company culture => decentralized management philosophy‚ egalitarian benefits‚ performance based compensation‚ strong emphasis on customer service and quality‚ and technological leadership through consistent investment in R&D and modernization of plant & machinery * Strong financials => consistent growth in sales and profits during the last 3 years (1983 to 1985)
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