budgeting? a Will an investment generate adequate cash flows to promptly recover its cost? b Will an investment generate an acceptable rate of return? c Will an investment have a positive net present value? d Will an investment have an adverse effect on the environment? 3 Which of the following is not considered when using the payback period to evaluate an investment? a The profitability of the investment over its entire life. b The annual net cash flow of the investment. c The cost of the investment
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stock had an initial price of $92 per share‚ paid a dividend of $1.45 per share during the year‚ and had an ending share price of $104. Compute the percentage total return. The return of any asset is the increase in price‚ plus any dividends or cash flows‚ all divided by the initial price. The return of this stock is: R = [($104 – 92) + 1.45] / $92 R = 0.1462 or 14.62% Calculating Returns Rework the problem above‚ but this time assuming the ending share price is $81. Using the equation
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I. Porter’s Five Forces Analysis of the Steel Industry & Firm Level capabilities analysis 1. Competition from substitutes Increasing substitutes in the form of plastics‚ aluminum and advanced composites. 2. Threat of Entry High barriers to entry in the integrated mill segment. However‚ with the mini-mills‚ the barriers are being lowered due to lower costs (a tenth of those in the integrated mills per ton of steel produced). 3. Competition from rivals Highly competitive since products are
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In finance‚ the discounted cash flow (DCF) analysis is a method of valuing a project‚ company or asset using the concepts of time value of money (Wikipedia‚ 2004). Three inputs are required to use the DCF‚ also called dividend-yield-plus-growth-rate approach‚ include: the current stock price‚ the current dividend‚ and the marginal investor’s expected dividend growth rate. The stock price and the dividend are east to obtain‚ but the expected growth rate is difficult to estimate (Ehrhardt & Brigham
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The Usefulness of Accounting Estimates for Predicting Cash Flows and Earnings Baruch Lev* New York University Siyi Li University of Illinois Theodore Sougiannis University of Illinois and ALBA January‚ 2009 * Contact information: Baruch Lev (blev@stern.nyu.edu)‚ Stern School of Business‚ New York University‚ New York‚ NY 10012. The authors are indebted to the editor and reviewers of the Review of Accounting Studies for suggestions and guidance‚ and to Louis Chan‚ Ilia Dichev‚ John Hand
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INTERNATIONAL BUSINESS SCHOOL UNIVERSITI TEKNOLOGI MALAYSIA CITY CAMPUS‚ KUALA LUMPUR HUMAN RESOURCE MANAGEMENT GROUP ASSIGNMENT Case 3: The Art of Motivation NUCOR LECTURER: ASSOC. PROFESSOR DR ROSMINI OMAR |CHAN LI WUEN |MR 091104 | |rashidah yusof khan
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Case Background The Industry Nucor Corporation has been moving in a very challenging industry which has faced various problems in recent years. The steel industry experienced slowed demand for steel which resulted from substitution of alternative materials. Furthermore‚ it also had to cope up with increased foreign competition and strained labor relations. But despite all these obstacles‚ Nucor Corp. still managed to have a five-year sales growth average of 23%‚ which is 11 percentage points
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copyright - University of Dayton students - angie‚ nancy‚ lisette‚ kim‚ bob Contents 1. Identification of a Significant Strategic Issue 3 2. Analysis 4 2.1 General/ External environment 4 2.2 Industry environment 6 2.3 Segment analysis/ Strategic groups 8 2.4 Competitive dynamics 8 2.5 Business level strategy 9 2.6 Value 10 2.7 Internal environment 11 2.8 Value chain and value proposition 15 2.9 Corporate level strategy 16 2.10 Mechanisms 17 3. Identification and Evaluation of Alternate
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CHAPTER 5 Balance Sheet and Statement of Cash Flows ASSIGNMENT CLASSIFICATION TABLE | | |Brief Exercises | | | | |Topics |Questions | |Exercises |Problems |Cases | |1. |Disclosure principles‚ uses of the |1‚ 2‚ 3‚ 4‚ 5‚ 6‚ 7‚|1 |
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Nucor Corporation (A) We are a cyclical business... Basically when you are at the peak of the cycle—times are good‚ interest rates are low‚ people are building—our margins increase. When we go to the trough‚ of course‚ the margins are squeezed. But over the last 25 years Nucor has never had a losing quarter. Not only a losing quarter‚ we have never had a losing month or a losing 1 week. —John D. Correnti‚ President and CEO‚ Nucor In 1998‚ Nucor was a Fortune 500 company with 6‚900 employees
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