TUCK CONSULTING CLUB CASE BOOK 2006-2007 Edition 1900 Disclaimer: This case book is a collection of contributions made by student members and friends of the Tuck Consulting Club. It does not represent the views or opinions of the Tuck Consulting Club or the Tuck School of Business at Dartmouth. © Tuck Consulting Club‚ 2006 – NOT FOR SALE – NOT FOR DISTRIBUTION – TUCK CONSULTING CLUB CASEBOOK TABLE OF CONTENTS I. INTRODUCTION .....................................................
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For the exclusive use of M. HUSSAIN Harvard Business School 9-582-103 Rev. September 24‚ 1985 Sealed Air Corporation The president and chief executive officer of Sealed Air Corporation‚ T. J. Dermot Dunphy‚ explained the firm’s 25% average annual growth in net sales and net earnings from 1971 to 1980: The company’s history has been characterized by technical accomplishment and market leadership. During the last 10 years we built on our development of the first closed-cell‚ lightweight cushioning
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FNCE 201 Corporate Finance Prof. Fu Fangjian Due: the class in 4th week (10-14 Sep) UST Inc. is considering a debt-for-equity recapitalization. In the deal‚ UST will issue $1 billion debt to buy back stocks. In class we argue that an important determinant of a firm’s debt policy is the tradeoff between the tax benefits of debt and the costs of financial distress and bankruptcy. Mature firms generating positive and stable operating income are more likely to take advantage of the debt tax shields
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* Explain how Dell’s working capital policy is a competitive advantage for the company? Dell uses a just in time order fulfillment policy and accurate forecasting of sales to minimize inventories. This allowed Dell to hold inventory of finished products far below levels of their competitors (10-20% compared to 50-70% industry level) and furthermore allowed them to quickly implement changes to their product lines as new technologies became available. This quick inventory turnover also allowed Dell
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1. Should Robert McMillan roll out Autograph nationally? Why or why not Dear Mr. McMillan‚ In this e-mail‚ I will expose my opinion about the question whether or not to expand the Autograph on the national level. Summarizing all the information provided‚ I came to a conclusion that we should not roll out Autograph nationally at this point of time. Such a strong opinion of mine is mainly based on the point that I don’t think Progressive will make profit from this system. It is a very
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Activity 2.2.4: It’s All in the Reflexes Introduction Although we are all different and have our unique identity‚ there are times when we behave in exactly the same way. We blink if something is headed toward our eyes. We pull our hands away quickly if we touch something hot or sharp. The automatic response of a muscle to a stimulus is called a reflex. This action is controlled by the human nervous system and is considered an involuntary response – it happens without our even having to think
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Proctor and Gamble Europe faced several issues around the launch of their innovative product‚ an HDL named Vizir. P&G struggled with the concept of Global Standardization in which they termed “Eurobrand”‚ in comparison to the challenges they faced by segmenting marketing and product launches by companies. The standardization of P&G controls and products produces several benefits such as international uniformity‚ reduction in customer confusion‚ improved efficiencies in marketing‚ planning
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UGBA 103 Fixed Income Valuation 1A) YTM is 4.75% at time of issuance. YTM is 4.88% at 99 per 100. YTM is 4.62% at 101 per 100. 1B) NTT should have been selling at $915.861M PVpredrop = (47.5/.0475)*(1-(1/((1.0475)^2))) = 88.636M PVpostdrop = ((30/.03)*(1-(1/((1.03)^2))))/(1.03^2) = 198.502M PVfacevalue = 1B/(1.0475)^10 = 628.723M PVpredrop + PVpostdrop + PVfacevalue = 915.861M 2A) Bond A should sell at $1040.55 each. Bond B should sell at $1000 each. Bond C should sell
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Cathay Pacific Case Analysis 10/25/2007 Cathay Pacific (CP) is an interesting case because it is an example of a company attempting to work in isolation‚ vertically integrated and developing all their needs themselves. Truth is however; in today’s interconnected economy a company working independently simply can not compete. The world has become too dynamic and contains too many other companies developing better solutions to rely solely on one’s internal organization. Cathay eventually
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Case Summary One: United Parcel Service Financial Statement Analysis Alexis Lusitana-Ruiz Point Loma Nazarene University Abstract “In July of 1999‚ United Parcel Service (UPS) surprised both Wall Street and Main Street with the announcement that‚ after more than 90 years as a private‚ employee-owned operation‚ it was planning an initial public offering that would transform “Big Brown” into a publicly traded company (Healy 2005)”. This paper reviews UPS against FedEx on financial statements‚ business
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