MEMORANDUM To: From: Date: Subject: Statement of Facts * Polluter Corp. runs three manufacturing facilities in the United States where they make various household cleaning products. * The Federal Government restricts the company to an emission allowance or EA‚ which must be used in the year prescribed by the government between 2010 and 2030. * EAs are considered intangible assets with a cost basis of zero. * EAs can be bought and sold from other companies with no
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McConomy Intermediate Accounting‚ Tenth Canadian Edition SOLUTION TO ASSIGNMENT #4 – COMM 3111 PROBLEM 9-4 (a)Investments (FV-OCI)—December 31‚ 2014 Securities Cost Fair Value Anderson Corp. Munter Ltd. King Corp. Total of portfolio $48‚750 580‚000 255‚000 $883‚750 $49‚580 569‚500 254‚400 $873‚480 Note: Balance in AOCI‚ December 31‚ 2014 = $10‚270 debit ($873‚480 – $883‚750) since all securities were purchased in 2014. The Anderson
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1. Summary of the case study The focus of the story is Burgmaster Corp.‚ a Los Angeles-area machine tool maker founded in 1944 by Czechoslovakian immigrant Fred Burg. Holland covers the 1944 founding of Burg Tool‚ its transformation into Burgmaster Corporation‚ the Houdaille takeover‚ the 1979 leveraged buyout‚ the campaign for protection against Japanese competition‚ and‚ finally‚ the auction of Burgmaster property in 1986. 2. Statement of the problem encountered Too many machine tool and auto
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Introduction American Home Product (AHP) was founded in 1926 with the merging of several small home product companies. As the company expanded in the 1930’s‚ it acquired companies in different businesses. After World War II‚ the company had four lines of businesses: prescription drugs‚ packaged (over-the-counter) drugs‚ food products‚ and housewares and household products. Although the name “American Home Product” has never appeared on its products‚ the firm produces many well-known brands in the
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A 17- STORY hospital tower with a helipad‚ 1000 doctors trained in multi-disciplinary healthcare and four new health institutes‚ the UST Hospital (USTH) seems not only to have recovered financially‚ but is eager to reach for the stars. But is its P3 billion expansion plan simply too starry-eyed for comfort? Is it too ambitious? Yes‚ according to Dr. Cenon Alfonso‚ president and chief executive officer of USTH. He said that the P3 billion financing for the expansion came from a fixed-term‚ syndicated
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A case study on Outsourcing of Hospitals Submitted by: Sadikchya Acharya MBA III(R) KINGS College MGT 620 Operations Management & Supply Chain International American University Introduction There are numerous strategies which are used to design to gain operation excellence and to gain competitive advantage through price cut and minimizing other operations cost also adding product value is one of them. Outsourcing can also be the process or people and supply chain that gives and addition
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U Drive Transport Memo To: Mr. Donald Douglass/President of U Drive Transport From: Marketing Associate cc: Mr. Donald Douglass/President; Ronald Abrahams/CEO of U Drive Transport Date: July 26‚ 2014 Re: Global Marketplace for Expansion: Australia Attention: Mr. Donald Douglass and Mr. Ronald Abrahams‚ as well as all stockholders for U Driver Transport. After much research and evaluating of information pertaining to the country of Australia‚ I believe that Australia will
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Shouldice Hospital Case Study Calvin Barron Liberty University March 2‚ 2010 Respectfully submitted to Prof. Scott McLaughlin Overview The Shouldice Hospital serves as a glaring example of extraordinary service and care for the impaired and needy. From carpeting and soft lighting to doting personal care from the staff‚ the Shouldice experience sets a standard of excellence for the industry. Dr. Earl Shouldice displayed an early desire for medical understanding with an age
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Case 2: Nucor Corporation: Competing Against Low-cost Steel Imports The Company‚ Nucor Corporation‚ started its operation in nuclear instrument and electronics business in early 1950s to early 1960s. Facing bankruptcy‚ the board of directors opted for a new leadership and appointed Kenneth Iverson as president and CEO. He concluded that to be able to avert bankruptcy is to exit the nuclear instrument and electronics business and rebuild the company around its subsidiary‚ Vulcraft‚ which is engaged
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takes the Integrated Electronics (Intel) case and analyses the giant digital company’s core competencies by way of the three epochs that it has gone through since 1968. EPOCH I This first era that Intel has gone through‚ specifically between the years 1968 and 1985‚ has displayed the company’s corporate values which have become the firm’s foundation for the success that it will witness in the succeeding years to come. The development of their products to impact their core competencies involved
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