Actores principales: • John Liedtke‚ Jefe de desarrollo de negocios para Active Gear. • Active Gear‚ compañía fundada en 1965 dedicada a la producción y comercialización de calzado deportivo en las líneas de alta tecnología para el tenis y golf‚ que luego pasó a la línea casual. • West Coast Fashion‚ compañía diseñadora de ropa. • Mercury Athletic‚ división de calzado deportivo de West Coast Fashion Puntos relevantes: En marzo de 2007‚ Active Gear está contemplando una oportunidad de
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documents and estimates. Stryker has assumed the tax rate to be 36% and a hurdle rate of 15% for net present value calculations. In this analysis‚ it also anticipated expenditures on PCBs for the period 2004-2009 under the old sourcing strategy (Luehrman‚ p. 4). 1. Introduction: Due to the predicted large increasing demand for Printed circuit boards (PCBs) and current unstable sourcing suppliers‚ the executive had resolved to address the issue by three options: One is maintaining the current
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OPERATIONS MANAGEMENT (MGCR 472) WINTER 2011 COURSE RELATED INFORMATION INSTRUCTOR INFORMATION Dr. Malleswara Talla Tel: (514) 287-5217 Office: Bronfman 501 - INSTRUCTOR’S OFFICE HOURS‚ E-MAIL AND MAILING ADDRESS INFO Tuesdays 13:00 pm – 14:00 pm Office Hours (Please send me a message if you need to see me during office hour) You can reach me over telephone‚ by email‚ then a meeting by appointment if needed. E-mail Mailing Address malleswara.talla@mcgill.ca Desautels Faculty of Management
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4194 APRIL 19‚ 2010 TIMOTHY A. LUEHRMAN JAMES QUINN Groupe Ariel S.A.: Parity Conditions and Cross-Border Valuation On June 23‚ 2008‚ a Monday morning‚ Arnaud Martin arrived at his office in Groupe Ariel’s corporate headquarters in Mulhouse‚ France. The previous week‚ Martin had requested additional financial information about an investment proposal from Ariel-Mexico‚ a wholly owned subsidiary that operated a manufacturing facility and a regional sales office in Monterrey‚ Mexico. The information
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sheets have made it evident that the firm has a lot of potential for growth when acquiring an additional company. After maintaining simple production and supply chains AGI avoided the worst of industry write-downs and missed profit opportunities (Luehrman‚ Helprin (2009). In comparison to other larger industry’s AGI has a strong operating margin. Even though AGI is a profitable firm it has a downfall that it is much smaller than many of its competitors and is slowly becoming a disadvantage. In order
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For the exclusive use of A. BONTHA‚ 2015. 4040 OCTOBER 8‚ 2009 TIMOTHY LUEHRMAN JOEL HEILPRIN Blaine Kitchenware‚ Inc.: Capital Structure On April 27‚ 2007‚ Victor Dubinski‚ CEO of Blaine Kitchenware‚ Inc. (BKI)‚ sat in his office reflecting on a meeting he had had with an investment banker earlier in the week. The banker‚ whom Dubinski had known for years‚ asked for the meeting after a group of private equity investors made discreet inquiries about a possible acquisition of Blaine. Although Blaine
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FINANCE SIMULATION: M&A IN WINE COUNTRY DEBRIEF SLIDES HBP PRODUCT NO. 4807 This PowerPoint presentation was prepared by Professor Timothy Luehrman for the sole purpose of aiding classroom instructors in the use of Finance Simulation: M&A in Wine Country V2 (HBP No. 4805). HBP educational materials are developed solely as the basis for class discussion. These materials are not intended to serve as endorsements‚ sources of primary data‚ or illustrations of effective or ineffective management. Copyright
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Value. McGraw-Hill‚ October 1997. Ehrbar‚ A. EVA: The Real Key to Creating Wealth. John Wiley & Sons‚ 1998. Copeland‚ Tom‚ Tim Koller and Jack Murrin. Valuation: Measuring and Managing the Value of Companies‚ Ed ed. John Wiley & Sons‚ 1995. Luehrman‚ Timothy A. “What’s It Worth?: A General Manager’s Guide to Valuation.” Harvard Business Review‚ May/June 1997‚ pp.132-142. Biddle‚ G.‚ Bwen‚ R.M.‚ Wallace‚ J.S.‚ 1996. Abstract of “Evidence on the relative and incremental information content of EVA‚
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REVISED: 11/05/10 O NL IN E SI MU LA TIO N F OR EG R OU ND R E A D IN G Finance: Capital Budgeting Company and Industry Overview The New Heritage Doll Company‚ based in Sacramento‚ California‚ was a privately held company with 450 employees and approximately $245 million in fiscal 2009 revenues. This represented approximately 8% of the $3.1 billion U.S. doll industry‚ which was projected to grow by 2% annually to $3.4 billion in retail sales by 2013. In turn‚ the doll industry represented a 7
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synergy as the additional value generated by combining two entities‚ which create opportunities impossible to achieve operating each one (Luehrman‚ 1997). Thus‚ the best form to minimize those biases is firstly‚ value both companies independently‚ then values the combined organization‚ as the sum of the and take strategic decisions based on those values (Luehrman‚ 1997)‚ in a word‚ valuation knowledge is basically a requisite for a participation in a firm’s resource allocation choices (Myers‚ 1974)
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