1. What did you observe in inventory and back order levels when you play the game in uncoordinated and coordinated modes? What are the underlying reasons for the problems associated with uncoordinated decision-making? Based on the results you found in the previous part‚ list the potential benefits of coordination. (max 0.75 page) 2. What are the steps companies can take in order to reduce the problems associated with uncoordinated decision-making? Discuss also the potential implementation issues
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------------------------------------------------- SIMULATION REPORT The objective of the project was to trade on a Market Simulation “STOCK TRACK”‚ from 2/13 to 4/20. We were supposed to try to trade different types of instruments in order to gain more knowledge about they are trade in the real world; and how a strategy which seems good can be overturned by the market circumstances. During this period as a conservative‚ I tried to trade less risky instruments. The qualities that I used to
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29) All of the following features may be characteristic of preferred stock EXCEPT A) callable. B) no maturity date. C) tax-deductible dividends. D) convertible. Answer: c If a firm has class A and class B common stock outstanding‚ it means that A) each class receives a different dividend. B) the par value of each class is different. C) the dividend paid to one of the classes is tax deductible by the corporation
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2 Change Orders 3 Lessons 3 Appendix A: Simulation Comments 4 Appendix B: Simulation Results 6 Consensus versus Average Forecasting The consensus forecasts worked well for quick insight into estimated demand for each month. In our first year we used the consensus demand because we did not know the dynamics of the group‚ and we were relying on their expertise to guide us toward a more accurate forecast. As we progressed through the simulation we came to the realization that the consensus
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International Business Simulations iBizSim01: BM 2 P1 User Manual © 2005-2009 by Prof. Dr. Ashok N. Ullal‚ Hoelderlinstrasse 13‚ 72127 Kusterdingen‚ Germany iBizSim: International Business Simulations iBizSim01: BM 2 P1 Note: This document has been formatted for double-sided printing. © 2005-2009 by Prof. Dr. Ashok N. Ullal‚ Hoelderlinstrasse 13‚ 72127 Kusterdingen‚ Germany iBizSim: International Business Simulations 1 The International Business Simulation iBizSim01 1.1 1.2
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The Bailey Prospect[1] It is Thursday‚ May 18‚ 1988. Your assignment is to help Sprigg Lane Natural Resources evaluate the risks associated with a potential investment in the "Bailey Prospect‚" a natural gas opportunity in Doddridge County‚ West Virginia. Your colleague‚ Lisa Weatherford has done a thorough base-case analysis and constructed a spreadsheet model that you can use in your analysis. You and Lisa are financial analysts at Sprigg Lane Investment Corporation. Background Sprigg
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such as banks deals in short term loan in different forms such as treasury bills and commercial bills. Short term loan means the duration of maturity is of one year or less than that. We need to be clear that equity instrument i.e common or preferred stocks both are not traded in money market. Similarly‚ we need to keep one thing in mind that money market is a intangible market where we deal over the phone or company‚ we just don’t enter the building of a company. Likewise‚ Capital market refers to
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Aspin Corporation’s charter authorizes issuance of 2‚000‚000 shares of common stock. Currently‚ 1‚400‚000 shares are outstanding‚ and 100‚000 shares are being held as treasury stock. The firm wishes to raise $48‚000‚000 for a plant expansion. Discussions with its investment bankers indicate that the sale of new common stock will net the firm $60 per share. a. What is the maximum number of new shares of common stock that the firm can sell without receiving further authorization from shareholders
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Acquisitions 4 3. Implicit assumptions of the Monte Carlo simulation 4 3.1 Capital expenditure 5 3.2 Investment in intangibles 5 3.3. Working Capital 5 3.4 Consistency between implicit and explicit assumptions 5 4. Description of the working of the simulation 6 5. The results of the simulation in comparison with Diageo ’s stated capital structure policy 6 5.1 Diageo ’s stated capital structure policy 6 5.2 The results of the Monte Carlo simulation 7 5.3 Increase in gearing for Diageo 7 6. Conclusion 8
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Commerce‚ Budapest/Hungary UNIVERSITÉ DU HAVRE IUT GEA Le Havre/France ARKHÉ Kalypso An Educational Module of Management and Strategy Perfection ENTERPRENEUR’S HANDBOOK Made by Mr. Csaba Sólyom Senior lecturer of the BBS Educational simulation of company management‚ Distributed exclusively by ARKHÉ International. All rights reserved. © Copyright ARKHÉ international 1995. Research Centre in Pedagogy of Management 580‚ Cours de la Libération - 33400 Talence Telephone: 56 37 29 38 - Fax:
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