at 11.3% to $2.16 per share‚ return of $15.6 to shareholders through share buybacks and strong dividends. About 43.8% of the total capital of the company comes from debt and the remaining comes from equity. The cost of the different components of its capital structure are – debt: 2.92% (after-tax cost)‚ and equity: 9.49%. The WACC is 6.61%‚ based on the capital structure outlined. The effective tax rate is 35.4%. AT&T has had dividend growth for the last 25 years. The dividend growth this year was
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Last Name Intel STS 2015 Application First Name Date of Birth Project # Category Human Subjects: ________ Vertebrate Animals: _________ Human Tissue: __________ Animal Tissue: ______________ Student Information: Last Name m vi p a l O eO nl in nly e sy st em Project Title: Full First Name City Full Middle Name State Alternate/Nickname Country Gender Parent(s)/Guardian(s): _____________________________________ ______________________________________ High School
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Major Considerations in Capital Structure Planning There are three major considerations in capital structure planning‚ i.e. risk‚ cost of capital and control‚ which help the finance manager in determining the proportion in which he can raise funds from various sources. Although‚ three factors‚ i.e. risk‚ cost and control determines the capital structure of a particular business undertaking at a given point of time. The finance manager attempts to design the Capital Structure in such a manner that
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Intel Financial Analysis and Industry Comparison Intel Corporation was formed in 1968 by 2 engineers from Fairchild Semiconductor Company. Today it’s a leader in the semiconductor industry with a market capitalization of $169.9 billion. Below we will use Intel’s financial statements to do a short analysis of the last 3 years of operations and how they currently compare to the industry benchmarks. The ratios we will consider are the Current Ratio‚ Quick Ratio‚ Debt/Equity Ratio and Price/Earnings
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COMMUNICATIONS 17-1 MARKETING SPOTLIGHT INTEL Intel makes the microprocessors that are found in 80 percent of the world’s personal computers. In the early days‚ Intel microprocessors were known simply by their engineering numbers‚ such as “80386” or “80486.” Intel positioned its chips as the most advanced. The trouble was‚ as Intel soon learned‚ numbers can’t be trademarked. Competitors came out with their own “486” chips‚ and Intel had no way to distinguish itself from the competition
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------------------------------------------------- Chapter 15 Capital Structure Decisions ------------------------------------------------- ANSWERS TO END-OF-CHAPTER QUESTIONS 15-1 a. Capital structure is the manner in which a firm’s assets are financed; that is‚ the right-hand side of the balance sheet. Capital structure is normally expressed as the percentage of each type of capital used by the firm--debt‚ preferred stock‚ and common equity. Business risk is the risk
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did Intel use to gain a competitive advantage in microprocessors? In order to get a competitive advantage Intel manages three classes of players: Competitors‚ Buyers and suppliers. The (Reduced Instruction set computing) RISC threat In 1989‚ Intel faced with a potential competitive threat from an alternative microprocessor architecture while launching its fourth generation of 80486 microprocessor. Four key decisions led Intel to have a competitive advantage in this market. First‚ Intel realized
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MGMT-364 Section 900 Group Assignment: Intel Case Intel Corporation is known for it’s innovative successes and the ability to think outside the box. Some of Intel’s sources of competitive advantages in DRAM were that they were able to make a smaller product‚ they were able to create a complex product that helped deal with the imitation issue and they were able to a more cost effective product. Intel’s sources of competitive advantages for microprocessors on the other hand were
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Business Financing and the Capital Structure Business Financing and the Capital Structure Pamela D. Forbes Strayer University Dr. John Karaffa December 01‚ 2013 Business Financing and the Capital Structure Data gathering‚ planning‚ preparing‚ presenting‚ implementing and the on-going monitoring
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INTEL IN CHINA – CASE REPORT Mr. Tang and Mr. Li are the participants of an interesting incident in the Beijing’s division of Intel China that can be analyzed with the help of some important Chinese concepts like face‚ hierarchy and preservation of social harmony. Mr. Tang is the new manager of the marketing programs of Intel China in Beijing‚ and has a background of Western education and years of working experience in the United States. Mr. Li is a young but skilful account manager‚ enthusiastic
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