= 10/80 = 0.125 Common: E/V = 50/80 = 0.625 = [0.250 6% (1 – 0.35)] + [0.125 8%] + [0.625 12.0%] = 9.475% 6. Executive Fruit should use the WACC of Geothermal‚ not its own WACC‚ when evaluating an investment in geothermal power production. The risk of the project determines the discount rate‚ and in this case‚ Geothermal’s WACC is more reflective of the risk of the project in question. The proper discount rate‚ therefore‚ is not 12.3%. It is more likely to be 11.4%. 7. The flotation
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Jack in the Box decreased in re-cent years. The ratio is below one and shows a conservative attitude in operation and may slow down the growth of the company. The Calculation of WACC Table 5 Equity Debt Pref. E Weight 75.58% 24.42% 0.00% Cost 10.96% 1.84% 0.00% W x C 8.28% 0.45% 0.00% WACC 8.73% WACC=Weight of Equity * Cost of Equity+ Weight of Debt * Cost of Debt + Weight of Pre-ferred Equity* Cost of Pref. E Table 6 Cost of Debt (After-tax) 1
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case case Continental Airlines: One Company’s Flight to Success In the last decade‚ Continental Airlines has had a spotty track record. The airline twice filed for bankruptcy‚ realized diminished performance culminating in a $613 million loss in 1994‚ and was ranked dead last in industry indicators such as on-time performance among the major carriers. During these years‚ employees at Continental had undergone several series of layoffs and withstood both wage cuts and delayed wage increases in
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can be included. Corporate Organization CONTINENTAL AIRLINES INC (CAL) 1600 SMITH STREET 3303D DEPT HQSEO HOUSTON‚ TX 77002 713-324-5000 http://www.continental.com/ Prepared by: Business Law Research Consultants Exclusively for: Your Name Table of Contents Corporate Organization Company Profile ………………………………………………………………………… Page 1 Corporate Organization ……..…………………………………………………………. Page 5 Amended and Restated Certificate of Incorporation of Continental‚ as amended through June 6‚ 2006………………………………
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Continental airlines case The biggest challenge that the continental Airlines is grappling with is with regards to their operational efficiency. Their previous decision of oursourcing key functions like reservations‚ payroll and EDS were causing a delay in flow of information thus hindering data based decision making in the company. Most decision thus were being made not by what data said but by the “hunch” or “intuition” which often proved wrong. Lack of real time data‚ complex system of booking
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Case Study > Data Warehousing Continental Airlines I. Executive Summary Table of Contents I II III IV V Executive Summary The Decision to Invest Implementation New Business Strategies ROI 2 4 6 9 19 20 Technical Appendix A Continental’s comeback from “Worst to First” is an airline industry legend. Now the company is engaged in a new initiative to move from “First to Favorite.” To support this ambitious initiative‚ Continental tapped into its Enterprise Data Warehouse and expanded it
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Calculating WACC for Marriot Marriot has three divisions : * Lodging * Restaurant * Contract services Financial Strategy of Marriott * Manage rather than own hotel assets * Invest in projects that increase shareholder value * Optimize the use of debt in the capital structure * Repurchase undervalued sharesunlevered Unlevered Asset Beta Asset beta = (E/V) * Equity betaE = Market value of equity V = Market value of company = Market value of equity
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Sam O’Brien‚ C10390017‚ DT366 yr2 Report on the WACC for Fiat motors The WACC is the weighted average cost of capital. It is a calculation of the firms cost of capital taking into account the relevant weight of equity and debt as a proportion of the total. The cost of equity or KE calculated using a risk free rate example German 5yr government bond‚ the firm’s beta and the return on the market. The firm’s beta is a calculation of the firms exposure to the market‚ a beta of less than 1 indicates
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FIN 555 CASE 1 Q3 Ms.Linn should not purchase the capsize carrier because the NPV is negative. a. Incremental earning forecast 1. Operating Revenue From the following Exhibit‚ We can see that from year 2003 to year 2007‚ from year 2008 to year 2012‚ and from year 2013 to year 2017‚ 8 days‚ 12 days and 16days is separately used to repair. The annual operating revenue = expected daily hire rate * (365- numbers of days for repair) 2. Operating Cost The annual operating cost
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University of the Philippines Los Baños College Laguna AY 2013-2014 MGT 201 Case Analysis # 2: HOTEL CONTINENTAL Submitted by: Submitted to: Group 6 Edra‚ Mark Raymond V. Prof. Jimmy Williams Malabanan‚ John Benvers A. Sayseng‚ Kristel H. HOTEL CONTINENTAL I. Point of View: Based on the case‚ the point of view to be considered is that of Mr. Oscar Mendoza‚ owner of Triumph Tours‚ because he has the full knowledge of the problem‚ and the capacity to implement the decision.
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