Mini Case Report – The Dilemma at Day-Pro 1) PayBack Period for Synthetic Resin and Epoxy Resin: Synthetic Resin PBP = 2 + 250/200 = 2.5 years Epoxy Resin PBP = 1 + 200/400 = 1.5 years To show that using the Payback Period to evaluate the projects is flawed‚ Tim can argue that the PayBack Period ignores the time value of money‚ requires an arbitrary cutoff point‚ ignores cash flows beyond the cutoff date‚ and is biased against long-term projects‚ such as research and development‚ and new projects
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Executive Summary Evidence from this case suggests that the traditional Japanese corporate governance stance has started to shift in order to include some elements of the Anglo-American way of corporate governance. It appears that a final decision has been made to build Disney Sea Park (despite unattractive ARR‚ but attractive NPV/IRR and ACFR) not only for the potential profits reaped for the company but also due to their responsibility to keep uphold the interests of its stakeholders (which
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Value (NPV) for capital expenditures. However‚ the company needs to keep in mind the exchange rate between Mexican Pesos and Euros‚ as well as the inflation rates over time and the risks involved with this type of investment. Indeed‚ a major challenge for the analysis will be deciding which currency to use between the Euro and the peso. Scenario #1: Mexican Inflation = 7% Given the fact that the expected future inflation is 7% for Mexico and 3% for France. The discount rate used for the Peso NPV can
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Case Study #1: Green Valley Medical 1-Green Valley Medical Center is a nonprofit teaching hospital affiliated with a large state university and had grown since its foundation in the 1930s with continuous support from state revenues. Since it is a nonprofit organization its main goal is not to create profit for the investors‚ but to reach their institutional goals‚ which in this case is to offer good service for the region it is located in and to train the students that attend to the state university
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(OOs)‚ or either the MMs or OOs exclusively. We have analyzed the revenue projections for the different market segments and arrived at our decision based on the potential customer growth in each segment‚ the churn rates‚ and the net present value (NPV) of the projected profitability over a period of four years. Our analysis (Exhibit 2) suggests that by focusing exclusively on the OOs‚ who have a faster sale cycle‚ lower acquisition costs‚ and whose market is roughly three times larger (Exhibit 5)
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Mercury Athletic Footwear Case Assignment Questions: 1. Is Mercury a good target for AGI? Discuss strategic fit of brands‚ products‚ customers‚ and distribution. Identify specific sources of value. Discuss AGI’s strengths/weaknesses compared with other bidders. I think Mercury is a good target for AGI: The brands--the AGI brands and logos are associated with a lifestyle that was prosperous‚ active and fashion-conscious. The Mercury brands are athletic and casual footwear. The products--AGI focused
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value in sequel rights‚ how they will be able to make money off of these investments in the rights‚ or understand why studios would be willing to sell them. Then‚ we will address the timing of the offers and why it is so important‚ especially in this case. Next‚ we will look at the “fair” value for these films using two different approaches. The first approach is the net present value of the entire set of 99 films for 1990. We will look at three different sets of assumptions with the net present value
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A09-05-0018 Eskandar Tooma Aliaa I. Bassiouny Valuation of an Increased Capacity Project Using Real Option Analysis: The Case of Savola Sime Egypt “Our profits almost doubled last financial year; however‚ I don’t think we can expect the same increase this year‚” said Karim Reda‚ production manager for Savola Sime Egypt‚ in September 1997. “We simply don’t have the capacity to produce more.” He was speaking to Mohamed Sallam‚ CFO of Savola. Over the past month‚ Sallam’s office had witnessed extensive
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term sales and earnings growth 2. Improve return of shareholders’ equity and 3. Increase returns on corporate assets Key financial performances (as of February‚ 1988) Current Ratio of 3.6 to 1 Debt-to- Capitalization of 19.3% Cost of capital 10 - 13% NPV: 3.1 -3.9 billion (Refer: Exhibit A) Increase Profit in Furniture and Footwear activities: 25.3 Million $ and 40.1 Million $ Decrease Profit in Retail and Apparel activities: - 1.5 Millions $ and -27 Millions $ The above mentioned financial ratios
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Executive Summary In the Super Project case‚ Crosby set out to argue that the current methodologies being utilized by General Foods Corporation to determine which capital investments to pursue did not always fit the bill. Crosby advocated using alternative methods for evaluation of Super including: 1) Incremental Basis‚ 2) Facilities Used Basis‚ and 3) Fully Allocated Basis. He provided the Corporate Budgets and Analysis management team with documentation that articulated each of the methods he
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