Perspective: Conrail shareholder. 1. Why does CSX want to buy Conrail? How much should CSX be willing to pay? Some of the reasons why CSX wants to buy Conrail are‚ to increase the consolidation in the Railway industry. Further consolidation typically means lower cost for the consolidators fx because economies of scale and synergies and …. A consolidation also results in lower competition inside the industry‚ which typically follows with higher‚ or at least not lower‚ prices and therefore higher
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with provision that resemble the risk and rewards of an equity position. In the current strained economic environment‚ the possibility of default by a debtor is a stark reality. One way of assisting companies through these uncertain times is for shareholders or creditors to convert loan claims against the company into shares. The conversion or capitalization of debt into shares has various potential tax consequences. For companies with assessed losses‚ this may result in a reduction of the assessed
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possible. The first step in resolving the issue would be to indentify who the stakeholders are and how might this issue affect them. The primary stakeholder in this issue are: The shareholders: any important information that might affect the shareholder’s profits or values of the company involves the shareholder. VP of Human Resources: Because Gayle feels harrass by the flowers being sent to her‚ HR will be involve at one point or another. Director of Sales: This is Gayle’s supervisor
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The deal is taxable and a capital gains tax @ 28% is applicable on the same. From the shareholder point of view‚ the deal presents a good exit opportunity at a reasonable premium to the current market price. The company has given a flat revenue guidance for the year and the net income is expected to drop significantly on the back of a steep increase in input costs. Based on this‚ it makes sense for the shareholders to exit from the stock since not much appreciation in the stock price is expected going
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(a) The legal issue is can Delusions of Grandeur Ltd increases the dividend rate for preference shareholders from 7 per cent to 10 per cent immediately? The argument would centre on interpretation of s246B (2) of the Corporation Act 2001. Section 246B (2) applies if a company’s constitution does not include a procedure for varying share rights (Tony & Christopher 2009). The relevant assumption in this problem is s246B (2) (d): “those rights may be varied or cancelled only by special resolution
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I am going to evaluate the influence that stakeholders exert on Tesco. I will be evaluating the following stakeholders: customers‚ employees‚ shareholders‚ suppliers‚ the government and owners. The first stakeholder I am going to evaluate is customers which are external stakeholders. Customers contribute to profit levels and turnover through buying products and services. People are stakeholders in a company for financial reasons‚ customers do not want to have to spend an excessive amount of money
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S216 was conceived with the intent of granting minority shareholders a substantive right to be treated with commercial fairness in a corporate environment monopolized by the majority rule. Personally‚ I feel that S216 (1) provides the minority shareholders with a personal voice that is often stripped from them by the majority. However‚ my reservations regarding the enforcement of remedies in s216 (2) leads me to believe that there is room for improvement of the oppression remedy‚ even if it sounds
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difference between shareholder and stakeholder is that shareholders are individuals who own stock in a company in hopes of making a profit. On the other hand‚ stakeholders are individuals who have an interest in a company‚ or any organization and are affected by what happens within the institution based on rules. In this article‚ Joseph Johnston argues‚ “Stakeholder theory sounds good in social theory but will not work in practice.” In other words‚ the theory is saying that the “shareholder” is more crucial
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Controlled Companies in the Standard & Poor’s 1500: A Ten Year Performance and Risk Review October 2012 The analyses‚ opinions and perspectives herein are the sole responsibility
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l “Chainsaw Al Dunlap”: A New Breed of Manager? West Point graduate Albert J. Dunlap‚ former chairman and CEO of Scott Paper Company‚ claims that the U.S. Military Academy made him “tenacious and very organized”. Others say his experience gave him an “inyour-face attitude rare among executives” and made him a valuable hired gun for straightening out troubled companies. Dunlap is known to attack and challenge nearly every premise and person that gets in his sight. Those who interfere with his efforts
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