|Case 4.6 | |Instructional Notes | | | |Phar-Mor‚ Inc.:
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Spinoff In 2009‚ Canada’s largest natural gas producer‚ Encana‚ split into two highly focused energy company: Cenovus Energy Inc.‚ an integrated oil company and EnCana Corporation‚ a pure play natural gas company. There are two main business reasons for Encana to spin off part of its business. Enhanced business focus. A spin-off will allow each business to focus on its own strategic and operational plans without diverting human and financial resources from the other business. Post Spinoff‚ Cenovus
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Valuation of Corporate Finance BUFN 750 BW/IP International‚ Inc 1、BW/IP is a good candidate for the leverage buyout. * Steady cash flow (around 30 million per year). * Strong management team. * Positive NPV (about 61.5 million) The NPV of BW/IP is 61.5million(301-239.5).Thus‚ we are quite optimistic about this BW/IP’s project. Calculating the NPV. Method: APV: VL=VU+PV (ITS). We can get the interest paid schedule from the BW/IP’s projected operating performance‚ which means
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1. Is this a customer service problem? Why or why not? a. Why is this a customer service problem? It is a customer service problem because ultimately it is reflecting poorly upon the company and providing customers with poor and inadequate customer service. The distributors are lying to customers to inflate sales. The distributors are not rendering adequate customer service all of which whether direct or indirect is associated poorly in the customer’s reflection and association with Handy
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Case Analysis – BP America‚ Inc.: The Prudhoe Bay Oil Spill and a Commitment to “Being Green” Michelle L. Staton Case Summary The Angelo-Persian Oil Company was formed in 1909 by a wealthy Englishman named William Knox D’Arcy. It did not operate under the British Petroleum (BP) name until 1954. In early 1959‚ BP discovered hydrocarbons under the North Sea and Alaska‚ and found the West Sole gas field in 1965 which was the first oil exploration success in British waters. In 1969
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Spend a day in my shoes: Spend a day in my shoes‚ the daughter of an abusive father. The night before my first day of high school I lay on my bed watching the clock. With every breath I took‚ my heart sank deeper. New friends‚ new teachers and a whole new beginning. Firm footsteps interrupted my train of thought. They carried an unpleasant feeling. Dense‚ accelerated and increasingly emphatic‚ they were approaching my room. My father busted into my room murmuring to himself. He reeked of smoke
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Case Study: Radio One‚ Inc. - Part A Corporate Valuation Date: 21-09-2009 Instructor: Dr. Oliver Spalt Course: 323058 Corporate Valuation Faculty Economics and Business Administration‚ Tilburg University P.W. Segers J.J.T.M. Zegers 779710 722085 1. Radio One’s opportunities and risks with respect to their acquisition policy We have identified four main benefits and five major risks with respect to the desired acquisition of 12 urban stations along with the nine stations in Charlotte
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As a newly appointed CEO of Minnesota Micromotors‚ Inc.‚ I am responsible for designing the company’s marketing strategy‚ “This includes determining all aspects of the company’s go-to-market approach and associated elements of product policy‚ including pricing and market positioning of the company’s orthopedic motor line. ”(Harvard Business Publishing‚ 2014). MM is a member of a mature‚ saturated and highly competitive Orthopedic Motor market‚ such that every decision needs to be deliberate and appropriate
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Stanley Black & Decker‚ Inc. February 7‚ 2013 Introduction From the start‚ the merger announced November 2‚ 2009‚ looked good on paper. Stanley Works agreed to buy Black & Decker for stock valued at a 22 percent premium in exchange with $3.6 billion in its stock. That was justified because Stanley got management and board control‚ and its shareholders were to own more than half of the stock‚ with the 50.5% of the stock in the combined company. This case not only explores shareholder
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Introduction Beginning in 1990‚ the “Danish Clog” was brought to life in the United States. It began as a small company selling the shoes at horse shows but quickly grew larger than was imagined. Expansion of the product went from a single closed back clog to over 3000 products being sold in over 3‚500 retail locations. During the past fifteen years there have been many offers to sell interest in the company. You are now becoming concerned that the company that was such as success all of these years
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