The following case study is based on the attached excel sheet‚ which has been set up in a dynamic approach. This means that the four underlying scenarios (25 years with and without tax and 15 years with and without tax) are linked to separate sheets‚ which enables the user of the model to calculate the net present value (NPV) for the different scenarios with ease. This is why we refrain from explaining every single step of the underlying calculation. In order to get a more detailed understanding
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33 Question 1 33 Question 2 33 Question 3 33 Question 4 34 Question 5 34 Question 6 34 Question 7 35 Question 8 35 CAT 3 1993 36 Question 1 36 Question 1 b. 36 Question 2 36 Question 3 a. and b. 37 Question 4 37 Question 5 38 Question 6 38 Question 7a. 38 Question 7b. 39 Question 8 39 VCE CAT 3 1994 40 Question 1 40 Question 2 {criterion 2} 40 Question 3 {hardware & software compatibility} 40 Question 4 {economic and social issues} 40 Question 5 41 Question 6 41
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Ocean Carriers Project Analysis Introduction Ocean Carriers receives a lease for a ship over three years starting in 2003. However‚ the company currently does not hold qualified ships that can meet customers’ demand. Our report is not only to assist Ms. Linn to decide whether or not to purchase a new ship but also give a reasonable suggestion on how long to hold on the ship regarding the NPV and long term prospective of dry bulk industry. Upon business operating in U.S or H.K‚ we consider four scenarios
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Introduction Ocean Carriers Inc. is a shipping company specializing in the operation of capsizes bulk dry carriers. In January 2001‚ the vice president of finance for Ocean Carriers was evaluating a contract proposal. In the proposed contract‚ Ocean Carriers would lease one ship to a client for a three year time frame. The customer would begin utilizing the ship in 2003. In 2001‚ Ocean Carriers did not have a ship that would meet the needs of this customer‚ and thus was considering purchasing a
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Ocean Carriers Project Analysis Introduction Ocean Carriers receives a lease for a ship over three years starting in 2003. However‚ the company currently does not hold qualified ships that can meet customers’ demand. Our report is not only to assist Ms. Linn to decide whether or not to purchase a new ship but also give a reasonable suggestion on how long to hold on the ship regarding the NPV and long term prospective of dry bulk industry. Upon business operating in U.S or H.K‚ we consider four scenarios
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for the world economy‚trends in world trade and potential contracts; however‚ an estimated time of service should be assigned in order to predict future cash flows. Summary of facts In January 2001‚ Mary Linn‚ vice president of Finance for Ocean Carriers‚ had to decide whether to accept an offered leasing contract for the duration of three years. In the event of acceptance of the above-mentioned contract‚ the profits of the company would depend on the agreed hire rates‚ operating costs‚ ship depreciation
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November 9‚ 2004 Mary Linn Vice President of Finance Ocean Carriers Re: 180‚000 DWT Vessel Proposal Dear Mary: Our analysis of the proposal for the construction of a new 180‚000 DWT vessel has brought us to the conclusion that the project should not be undertaken. Our recommendation and decision is based on a discounted cash flow analysis of expected future cash flows from the vessel that produced a net loss for the project of $7‚201‚639. Included in this recommendation are a number
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555: Financial Management Prof. Randy Fisher Case Study Questions: Ocean Carriers These questions relate to the Ocean Carriers case in your course packet. You can find the data for this case on the course website in a spreadsheet named: Ocean Carriers Exhibits.xls. This case provides the opportunity to make a capital budgeting decision by using discounted cash flow analysis to make an investment and corporate policy decision. Ocean Carriers is a shipping company evaluating a proposed lease
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CHAPTER 13: THE MARKETING OF SERVICES ADDITIONAL CASE STUDY NEW LINE IN MOBILE PHONES One of the oldest principles of marketing is that sellers may sell features‚ but buyers essentially buy benefits. This is a distinction sometimes lost on technology led organisations‚ and the service sector is no exception. Recent experience of the UK’s largest telecommunications company‚ Vodafone Airtouch‚ illustrates how crucial it is to see service offers in terms of the benefits they bring to customers
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CASE STUDY - TRAUMA 1. What is the difference between a primary and secondary survey? (4 points) - Primary Survey = This is pre-hospital resuscitation done to quickly identify and begin treating life threatening injuries in the field. This uses an ABCDE approach - Secondary Survey = This is hospital resuscitation‚ a more in depth system by system process after arrival to the hospital. It includes a complete head to toe assessment which helps identify other injuries
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