The case of Levi Strauss (1) Who doesn’t know Levi’s‚ the American blue jeans icon known all over the world? Today‚ Levi’s is one of the world’s largest brand-name companies in the blue jeans and casual pants markets. Its products are sold under the Levi’s‚ Dockers and Levi Strauss Signature brands. While Levi’s conveys an image of quality and innovation‚ the brand is mostly recognized for its status as the original pioneer brand among international customers. With sales in more than 100
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rP os t HKU978 NIKHIL CELLY op yo HAIER IN INDIA: BUILDING PRESENCE IN A MASS MARKET BEYOND CHINA In a short 25 years‚ Haier Inc had emerged from being a small refrigerator factory in northeast China to becoming the world’s biggest appliance seller by retail volume. It had exported to developed markets in the 1990s‚ set up factories overseas and created a global retail chain that made it an unmatched success in China. This company that made its name by exporting refrigerators
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increased rate of unemployed and job dissatisfaction. As imply‚ many people engaged in direct selling because direct selling have the vast opportunities available to young and old alike to earn additional income to supplement their lifestyle‚ and in this case‚ their golden years. The context of this study will define what sales agent is‚ how they perform; what are the importance of rewards to the effectiveness performance of sales agents in selling products and how does distributors motivate their salespeople/sales
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Royal Asset Package Valuation DCF Valuation EBITDA - Depreciation EBIT - Taxes on EBIT + Depreciation - Capex - WK FCF Wacc Enterprise Value + Terminal Value + working capital Total EV (31/12/1983) EV/EBITDA 1984 EV/EBITDA 1985 EV/EBITDA avg. Terminal Value Growth Capex = Depreciation Monticello Mill financials Revenues Annual Capacity Utilization rate Tons Price per ton EBITDA margin Box Plants financials Revenues EBTIDA margin Combined Package financials Revenues EBITDA margin Depreciation EBIT
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HKU833 STEPHEN KO AIRASIA: FLYING LOW-COST WITH HIGH HOPES AirAsia started out as a Malaysian government-controlled‚ full-service regional airline that offered slightly lower fares than its number-one competitor‚ Malaysia Airlines (“MAS”). In December 2001‚ private entrepreneur Tony Fernandes took over the debt-ridden airline for the symbolic sum of US$0.26. Despite the air-travel downturn following the 11 September 2001 terrorist attacks‚ Fernandes believed that the timing for entering
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Question 1: Is Congoleum a good LBO candidate? In other words‚ does this company have a lot of debt capacity? To judge if a company is a good LBO candidate the following are very important factors: low levels of debt in the target‚ stable cash flows‚ excess cash on-hand‚ assets that can be used as collateral to raise debt and no major capital requirements to keep the business running on an on-going basis. Congoleum is an ideal LBO candidate because: 1. Low level of debt – estimated long term debt
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Sunday‚ March 15‚ 2009 COST OF CAPITAL AT AES Evaluating the Historical Capital Budgeting Method Currently AES employs Project Finance Framework. Project finance tends to be used in projects with tangible assets with predictable cash flows in which construction and operating targets can be easily established through explicit contract. The key to AES projects financing lies with the precise forecasting of cash flows. In effect‚ the possibility of estimating cash flows with an acceptable
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NewGrade Energy Case Study Summary of the company: The case study of NewGrade Energy is based on data analysis from 2009. A privately owned company located in Regina‚ Saskatchewan that operates heavy oil upgrader‚ The Company’s ownership structure consists of the Government of Saskatchewan and Federated Co-Operatives Limited each owning 100% of the company and Crown Investment Corporation (CIC) and Consumer’s Co-Operative Refineries Limited (CCRL) both owning 50% (Ivey‚ 2009). At the time
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Memorandum To: CEO‚ Ocean Carriers Re: Ocean Carriers Capital Budgeting Mary Linn‚ Vice President of Finance‚ has been approached by a potential customer with a proposed lease of a ship for a three-year period‚ beginning in early 2003. The terms are very attractive but we currently do not have a ship that meets this customer’s needs. Ms. Linn has asked Group 4 to research three proposed scenarios to determine whether or not commissioning a new capesize carrier for this customer will
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w rP os t S 910D05 OPERATIONS STRATEGY AT GALANZ op yo Dr. Stephen Ng and Barbara Li wrote this case under the supervision of Professors Xiande Zhao‚ Xuejun Xu and Yang Lei solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation
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