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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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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HANSSON PRIVATE LABEL Objectives: • • • • • Define and derive debt free cash flows Critically analyze the assumptions underlying financial projections Role of opportunity cost of capital in capital budgeting decisions. Calculate NPV and its sensitivity to project variables Alternative methods of project evaluation Overview of Hansson Private Label (HPL): • • • Given the comparable company information‚ HPL ranks mid-pack in terms of revenue. Christine Sinclair and Skin Care Enterprises are more
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Case Analysis Actually‚ we can rank the projects by simply inspecting the cash flows. However‚ it is not a good method to rank the projects. In order to ensure that the investment projects selected have the best chance of increasing the value of the firm‚ we need tools to evaluate the merits of individual projects and to rank competing investments. In this case‚ our group using some tools which are Payback Period‚ Net Present Value (NPV) ‚ Profitability Index (PI)‚ and Internal Rate of Return
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approving proposals at Mid-West Home products‚ the five divisional managers had presented proposals that had cost estimates ranging from $250‚000 to $750‚000. All five proposals were shown to have positive net present values (NPVs) and fairly high internal rates of return (IRRs). Moreover‚ the cost and revenue figures seemed to be conservatively arrived at and all five proposals seemed to have good overall strategic value. However‚ upon careful deliberation and reflection‚ it was learned that the divisional
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WORLDWIDE PAPER COMPANY Blue Ridge Mill currently purchases shortwood from a nearby competing mill for pulp production. Bob Prescott‚ the controller for Blue Ridge Mill‚ is considering the addition of a new on-site longwood woodyard. The new woodyard would have two main benefits including the ability to eliminate the need to buy shortwood from an outside source and the opportunity to sell shortwood on the open market as a new market for Worldwide Paper Company. The new woodyard would
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overseas competitors. Aiming at the high end segment is a wise strategy because the high end segment is expected to bring more profits and help Nucor to grow consistently in future. 1 Exhibit 2 – Steel Mill Product Segments: 1986‚ page 15 of the case 1 However‚ going for CSP plant option exposes many disadvantages as well. First of all‚ without
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PHUKET BEACH HOTEL: VALUING MUTUALLY EXCLUSIVE PROJECTS I. STATEMENT OF THE PROBLEM This is an assessment of the different costs and benefits of two mutually exclusive capital projects involving the use of an underutilized space located on the second floor of the main building of Phuket Beach Hotel (PBH). The first project‚ Planet Karaoke Pub (PKP) offered to sign a four-year lease agreement with (PBH) while the second project‚ Beach Karaoke Pub (BKP)‚ is a pub the PBH itself‚ plans to put
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these factors into consideration and eventually decide whether or not they should carry out this project. Methods of analysis include the evaluation of impact on Earnings per Share (EPS)‚ payback period‚ Discounted cash flow (NPV analysis)‚ and Internal Rate of Return (IRR). The report finds that the project will benefit Diamond Chemicals‚ and it is applicable. However‚ in order to make a desirable impact‚ Diamond Chemicals will have to: 1. Include the £2 million cost of tank car purchase as the
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640 Leigh Healey Alex Lutz November 30th | [Marriott Case Study] | Professor Triantis | 1. What is the weighted average cost of capital (WACC) for Marriott Corporation based on its target debt-equity ratio? Use a 34% tax rate. WACC = [(E/D+E) * Re] + [(D/D+E) * Rd(1-Tc)] Be = [1 + (1-Tc) d/e]*Ba 1.11 = [1+(1-.34}.41/.59]*Ba Ba = .76098 Using statistics from page four of the assigned case study: Risk Free rate (Rf) = 8.72 % (10yr rate) Rd = Rf + spread Spread
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