A firm’s value depends on the positive net income generated in the past. True False A firm’s value depends on the firm’s ability to generate positive cash flows now and in the future True False When determining the value of a firm, which of the following statements is true? • Inversters are risk neutral. Other things equal they prefer to pay more stocks that are less risky and have uncertain cash flows • Investers love risk. Other things equal they prefer to pay more for stocks that are more risky and have uncertain cash flows.
How are your suggestion linked to improve customer satisfaction? In business literature, Delta had a primary capability on human relations by paying competitive wages, treating personnel equitably as it grew, and adopting a “no-layoff policy”. Things changed in the 1990’s for Delta though. Key business trends altered the competitive advantage, and the human resource strategy had to change too. After two straight years of financial losses in 1994, CEO Ron Allen rolled out a new strategy called “Leadership 7.5.” Allen targeted to reduce Delta’s cost per each available seat mile from more than 10 cents to 7.5 cents, which would match that of major competitor Southwest Airlines (Bryant, 1997).
A recent economic downturn has seriously affected the auto industry and your company, as well. Your company has merged with two other brake component companies in an effort to gain production efficiencies and lower unit costs. You are the lead HR person for the new entity. Based on your analysis of the three previous executive compensation approaches, you have decided with board approval to redesign the executive compensation for the new combined organization. Describe the components of an executive compensation plan.
Next instead of promoting from within, they searched for new blood and hired former Barney’s CEO Allen Questrom. Penney went on to sell one it’s direct marketing unit to raise capital to reduce debt. They restructured the company to focus on its struggling department stores, cutting employees and closing down many stores. By September 29, 2003, the culmination of CalPERS active investment in Penney, JC Penney seemed to right the ship and was able to streamline operations to be more efficient and profitable. Chronology of Events 2/22/00: CalPERS identifies 10 underperforming companies that will serve as their primary focus for corporate governance activism for the 2000 proxy season.
'International aid brings both benefits and problems for a country trying to develop its economy' with the aid of named examples evaluate this view. (30 marks) International aid can bring many problems to a country in need of development, this is usually through the ill-use, ill-deployment and abuse of International aid by both the donor countries and the recipient countries. However, effective aid brings more benefits to developing countries than problems is the aid is properly allocated to the area most in need and the aid is not ties so that it benefits the donor. International aid can bring problems to a developing country as it can be an obstacle to development and can provide other problems put forward by the political right. Aid can become an obstacle to development because of the tied nature of much aid, which benefits the donor country more than the recipient, in economic terms.
If the sales outlook for the coming three years was only 20,000,000 and B.E. continued producing at the rate of 30,000,000 units, a total of 10,000,000 units would be dumped into ending inventory at the end of each year once again reducing costs of goods sold and falsely increasing income. By the end of year 2013, B.E. Company would have 35,000,000 units sitting in ending inventory taking up space and costing money to store. Once again if the president’s bonus is based off of net income, this situation is the most favorable for a high paying bonus and encourages stockpiling inventory to inflate net income.
The EHC will receive $2,300,000 from managed care companies and Medicare in three months, but the shortfall at the business must be resolved first. To achieve this, we must determine two cost cutting measures. A loan option must be identified as well. The cost cutting options we have at EHC are reducing benefits, reducing agency staff, downsizing staff, reducing length-of-stay, or changing the skill mix (University of Phoenix, 2015). To achieve a cost saving target of $750,000 for the first quarter the first cost cutting measure I selected is reducing a proportion of the agency contracted staff.
• Significant debt issue is a concern as it is risky and in conflict with the company’s culture and managerial of low-risk attitude. Hence, 20% debt-to-capital restructure is recommended as it is not significant amount as opposed to other alternatives. • Other effects, including financial distress, signaling, investment and clientele considerations, are difficult to measure but predictable to balance out to a mildly optimistic set of considerations. • An alternative approach is to increase debt in order to use the proceeds to pay dividends, however it is not recommended. In conclusion, if Hill Country were to engage in the leveraged recapitalization, this report would highly recommend the 20% debt-to-capital ratio be used to repurchase shares.
Argument: Due to the economic recession possibly coupled with poor financial decisions, Astrigo missed its earnings estimate by 20 cents a share and profits had dropped by double digits, regardless of efforts to slash inventory and expenses. Although Astrigo enacted aggressive promotions and price cuts, the Astrigo home-improvement stores were losing sales to cheaper retailers with far worse customer service. During the time of their financial struggle customer service was still upheld, talented team members remained innovative, and steps were taken to cut costs and drive sales (promotions, price cuts, slash inventory and expenses). There were strong implications, however, that Astrigo’s executive team may have been spending money in the wrong places. These implications come from the fact that the CFO, during a time when Astrigo was financially unstable, was making decisions about whether or not to layoff workers in an expensive and exclusive dining club.
Which is exactly What KKR had to do when they won. They had to sell off parts of the company off to pay for debt that they had dug themselves into buying the company. After KKR had completed the buyout, then had to shed about 46,000 employees after 1998 consequently they ended up having to sell off 6.2 billion dollars in assets to help get rid of the debt that they had incurred in taking over the company. During the First years of the KKR Reign the equity for the company fell from 24% to 16% from 1998 through 1994. We think that if Ross Johnson was able to take over the company for the original offer of 75 dollars a share things would have turned out a lot better for Nabisco because they shouldn’t have had to sell of as many assets or shed as much of the labor Force as KKR did when they bought the