The DYMO Routing Protocol in VANET Scenarios Christoph Sommer and Falko Dressler Computer Networks and Communication Systems Dept. of Computer Sciences‚ University of Erlangen-Nuremberg‚ Germany {christoph.sommer‚dressler}@informatik.uni-erlangen.de Abstract—Coupling Vehicular Ad Hoc Networks (VANETs) with wired networks such as the Internet via access points creates a difficult mix of highly mobile nodes and a static infrastructure. In order to evaluate the performance of typical ad hoc
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woodyard then the company would decrease its WACC from 15% to 9.77%. Blue Ridge Mill can then make better investment decisions with a lower WACC. The new woodyard would begin in 2008 where an investment outlay of $18 million would be spent over calendar years 2007 and 2008. Before making a capital budget decision we must ignore any sunk costs and include both opportunity costs and side effects. Capital budgeting must be done on an incremental basis and Worldwide Paper Company did not have any sunk
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PROBLEM BASED ON CHAPTER 15 – WACC AND THE HAMADA FORMULA Bickley Engineering Company has a capital structure of 30% Debt and 70% Equity. Its current Beta is 1.3‚ and its Market Risk Premium is 7.5% Points. The current Risk Free Rate is 3.5%. Bickley’s marginal tax rate is 40%. What is the Unlevered Beta of Bickley? Bickley’s management would like to change its capital structure to 15% Debt and 85% equity by retiring its bonds yielding 8%. The remaining long term debt will be at 7%. The
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Starrett companies is certainty not immune to risks. In this paper we will be looking at the risk poised to the Starrett company in the venture of opening a distribution warehouse in Toronto Canada. 1. Internal. What are the company’s most significant internal risks and opportunities related to the project? Some internal risks to Starrett in regards to moving to Canada would be; Increasing costs: Most companies‚ and especially Starrett is not immune to the rising costs of doing business. In
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traditional system is faulty‚ and recommend changes that Forest Hill Paper Company should consider implementing in the near future. After closely reviewing the financial and production data‚ our accounting team has found that your traditional cost allocation is faulty and misleading. The costs of products A and C were over allocated and products B and D were under allocated causing deceptive information on the true profits of the company. Also‚ product B appears to be making a profit‚ however‚ it is
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FOREST HILL PAPER COMPANY BACKGROUND INFORMATION 1. How would you classify Forest Hill Paper Company in terms of size and ownership? Forest Hill Paper Company is a small‚ closely-held company. Relatively few shareholders own the majority shares of the company. It is most likely a private company. 2. What is the nature of the industry in which Forest Hill competes? Forest Hill is a small company‚ but has to compete against large companies in a commodity market. Paper and paperboard producers
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Carlson Trust Company of Richmond‚ Virginia has a long-term banking relationship with Padgett Paper Product’s Inc. Historically Padgett has performed more or less seasonal transactions with Carlson Trust‚ smaller short-term loans and tax payments. But‚ as a result of inflation and a recent acquisition of a competitor (Tri-State Tablet Company)‚ Padgett Paper Products‚ Inc’s financial needs have risen to a permanent level rather than being merely seasonal in nature. Management (Libris) at the company’s
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Trans-America Paper Company Upgrading the current plant in Malaysia is a good decision for Trans-America Paper Company (TAPC.) The facility will get a billion-dollar upgrade from WIG‚ and TAPC invests no capital whatsoever. In addition‚ the only major negative economic impact is the undetermined loss of profit in the profit split with WIG. However‚ just upgrading the plant is one-half of the best decision. TAPC’s mission statement is clear. The priorities of the company are‚ in order of importance
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FHPC’s competitive strategy? Forest Hill Paper Company competes in a very cyclical economic environment‚ with upswings every three to four years. As of lately‚ FHPC market share is down to 25% from about 35% through the most of 1980s‚ the most significant contributors to the loss of market share is the recent trend toward plastic and more environmentally friendly grades of recycled paper paperboard. As for what is or should be Forest Hill Paper Company competitive strategy‚ the article clearly
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Case Study: Forest Hill Paper Company 1. How would you classify Forest Hill Paper Company in terms of size and ownership? I would classify Forest Hill Paper Company (FHPC) as a “small paperboard manufacturer that produces a broad line of paperboard in large reels.” 2. What is the nature of the Industry in which Forest Hill competes? Due to customer buying habits‚ FHPC competes in a cyclical economic environment‚ with upswings every three to four years. The current paperboard market is mature
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