Acquisition of Consolidated Rail – Case Study 1. Background Info - Conrail 1.1. Formed from the remains of the six bankrupt North-eastern railroads in 1973 1.2. Earned its first profit in 1981- $39.2m on revenues of $4.2bn. Privatised through an IPO in 1987 1.3. Major player in North-eastern cities and their connection with major Mid-western hubs 1.4. In 1995‚ had 23‚510 employees‚ operated 10‚701 miles of track and controlled 29.4% of the eastern rail freight market 1.5. Financial indicators-
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Cash Flow Problems In this task I will be analyzing the cash flow problems a business might experience by giving examples and describing how and why they cause cash flow problems in a business. The cash flow problems a business may experience can be: - CUSTOMERS TAKE TOO LONG TO PAY This is when a customer purchases an item without paying which leads the customer into a debt as it owes the company money. They then take too long to pay back the money which means that the company has sold
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Kmart – The Game of Bankruptcy Executive Summary Under the protection of Chapter 11‚ Kmart secured $2 Billion in debt financing and successfully emerged from bankruptcy after conducting financial restructurings and business reorganization. Hedge funds saw investment opportunities from the company’s new capital structure and growth potential‚ while debtors had the chance to receive recoveries according to their level of seniorities. A deeper examination of this case also revealed a significant amount
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Interco Case Analysis Group 6 2010-10-15 SAIF Interco Case Analysis 1) Company Background Interco was founded as International Shoe Company in 1911 as a footwear manufacturing company. By 1966‚ Interco was a major manufacturer and retailer of consumer products and services. Most of Interco’s growth during this period was through the acquisition of related businesses. In 1988 Interco was made up of 4 main business segments: * Apparel Manufacturing * General Retail Merchandising
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Question 1 2 out of 2 points 1. _____The entrepreneur is owner‚ but not the employee. Answer Selected Answer: False Question 2 2 out of 2 points ______United States economy is a free enterprise system because all are free to start a business. Answer Selected Answer: True Question 3 2 out of 2 points _____The operation of a small business is the same at that of a large business Answer Selected Answer: False
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is $144.5 million‚ for the PIERS class $17.0 Mn and the common equity is $8.5 Mn. See Exhibit 1 in the Appendix for additional details. #2: Adding the value of the Six Flag’s Short Term and Long Term debt to its market cap‚ and then deducting the cash at hand‚ we are able to observe an Enterprise Value of $2.7 Bn in 2006 and $2.4 Bn in 2007. This is higher than the 2009 implied value of $1.7 Bn. Similarly‚ the market cap of Six flags is much
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Case 08-1 Go With the Flow‚ Inc. Go With the Flow‚ Incorporated (“Company”) designs‚ manufactures‚ and sells a broad range of mobile network products and systems and communication devices‚ including mobile‚ cordless and corded telephones. The Company’s primary sources of liquidity are internally generated cash flows‚ the Company’s debt and revolving credit facilities‚ and the sale of trade accounts receivables. The Company’s liquidity and capital requirements are primarily a function
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the intrinsic value of the firm‚ which values the entire business (or cash generating ability) of the firm. This is a more accurate measure to value a firm compared to multiples valuation. Consider if the entire industry is overvalued‚ thus multiples would not provide an accurate value of that individual firm as valuation is based on a relative approach. DCF is also more accurate as it values a firm using free cash flow‚ which is a more reliable figure compared to income/earnings. It tracks
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Laura Martin: Real Options and the Cable Industry Introduction Laura Martin‚ an equity research analyst for cable stocks‚ believes that the best way to value cable stocks is through creative methods such as real options and not through more traditional or typical valuation methods such as EBITDA multiples‚ ROIC analysis and DCF analysis. In 1999 she presented at the Credit Suisse First Boston Broadband conference‚ where she wanted to portray the message that real options is a superior valuation
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Nike case Grachya Ovsepyan Alexander Kopenkin 2011 Nike – Globalizing the Sportswear Industry 1. Evaluate Nike’s business strategy. Does Nike have a sustainable competitive advantage? According to the text‚ there are four cornerstones in Nike’s strategy: 1) Deepening its relationship with customers. There are some obvious ways of having a “deep relationship” with customers such as taking into consideration results of various enquiries or following current trends like many companies
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