CASE STUDY: Strategic Capital Management ------------------------------------------------- NOTES SCM LLC 12.9.1998 – Elena raised $20 million for her new fund Interested in Ubid‚ recently had an IPO—lucrative Internet-sector investment? Mandate of generating 10% annual returns charge investors 2% management fee of assets under management an incentive fee equal to 20% of profits. Mandatory minimum investment horizon of 2 years Ubid & Creative Computers creative computers – a
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Issues Identified: 1) The first issue of the case is whether Harry Hepburn‚ the president of Southern California Division of Robinson Brothers Homes should make the projection on the specific project more optimistic or not. By making the revenue forecasts more optimistic‚ the most likely outcome is that the project will be undertaken and his team of employees will keep their position. Otherwise‚ at the current estimated return projections‚ the project is expected to be declined‚ and Harry’s team
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Derivatives Debacles Case Studies of Large Losses in Derivatives Markets Anatoli Kuprianov To avoid all mistakes in the conduct of great enterprises is beyond man’s powers. Plutarch‚ Lives: Fabius. ecent years have witnessed numerous accounts of derivatives-related losses on the part of established and reputable firms. These episodes have precipitated concern‚ and even alarm‚ over the recent rapid growth of derivatives markets and the dangers posed by the widespread use of such instruments
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RISK & INSURANCE MANAGEMENT CASE – 1 a. With regard to the fuel oil prices risk: (1) Discuss how Juanita could use futures contracts to hedge the price risk. Futures contracts are one of the most common derivatives used to hedge the price risk. A futures contract is as an arrangement between two parties to buy or sell an asset at a particular time in the future for a particular price. The main reason that companies or corporations use future contracts is to offset their risk exposures
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Research‚ (52)‚ 7-19. Retrieved from Business Source Complete database. Hovey. D. (2010). Accounting Principles. Accounting journal for small business 87(9)‚123. Retrieved from Business Cource Complete database Mann‚ L.‚ Beswick‚ G.‚ Allouache‚ P. & Ivey‚ M. (1989). Decision Workshops for the Improvement of Decision-Making Skills and Confidence. Journal of Counseling and Development‚ 67(8)‚ 478. Retrieved from Business Source Complete database
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Metallgesellschaft Case Study A new marketing program: In 1992‚ MGRM began implementing an aggresive marketing program in which it offered long term price guarantees on deliveries of gasoline‚ heating oil and diesel fuels for up to 5 or 10 years. Two contract alternatives are offered to customers ‘FIRM-FIXED’ program ‘FIRM-FLEXIBLE’ program FIRM-FIXED: Customers are agreed to fixed monthly deliveries at fixed prices FIRM-FLEXIBLE: Fixed price and total volume of future deliveries but
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Enron Corporation began as a small natural gas distributor and‚ over the course of 15 years‚ grew to become the seventh largest company in the United States. Soon after the federal deregulation of natural gas pipelines in 1985‚ Enron was born by the merging of Houston Natural Gas and InterNorth‚ a Nebraska pipeline company. Initially‚ Enron was merely involved in the distribution of gas‚ but it later became a market maker in facilitating the buying and selling of futures of natural gas‚ electricity
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1) Objectives of the case: To understand and evaluate the dramatic rise and fall of the stock prices of the Web consultants‚ along with many others in the Internet sector‚ during the dot come bubble of 2000. It was question that boggled minds‚ as to how this could have happened in a relatively sophisticated capital market like that of the United States. To discuss the role of capital market intermediaries in the dot-com of 2000 and to check whether their incentives were properly aligned with their
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firms. Senior leaders‚ always pressed for time‚ are nonetheless broadening their span of control. by Gary L. Neilson and Julie Wulf I f senior executives are feeling ever-increasing pressure on their time—and few would suggest that’s not the case—why would they add more to their plates? It seems counterintuitive‚ but according to our research into C-level roles over the past two decades‚ the CEO’s average span of control‚ measured by the number of direct reports‚ has doubled‚ rising from about
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Annual Report 2011 The LEGO Group FINANCIAL HIGHLIGHTS Financial Highlights The LEGO Group (mDKK) 2011 2010 2009 2008 2007 18‚731 (13‚065) 5‚666 (124) 5‚542 4‚160 16‚014 (10‚899) 4‚973 (84) 4‚889 3‚718 11‚661 (8‚659) 2‚902 (15) 2‚887 2‚204 9‚526 (7‚522) 2‚100 (248) 1‚852 1‚352 8‚027 (6‚556) 1‚449 (35) 1‚414 1‚028 12‚904 6‚975 5‚929 10‚972 5‚473 5‚499 7‚788 3‚291 4‚497 6‚496 2‚066 4‚430 6‚009 1‚679 4‚330 3
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