Copyright © 2006 by Pearson Education, Inc. ISBN: 0-558-86622-0 124 CHAPTER 6 | Business Continuity Planning and Disaster Recovery Planning In this chapter, you will learn about the goals of sound business continuity planning and disaster recovery planning, how these two types of planning differ, the types of threats that could invoke emergency planning and procedures, and several of the more prominent techniques organizations are using to plan for and hopefully prevent a disruption in business activities. Overview of the Business
Decide 3. Act 4. Review You start with the assess stage; this is where you clarify you financial goals and work on prioritising them (Brown and Shipman, 2012). These goals could be personal or household goals; or a mix of both. You then need to work out your resources (income) and constraints (expenditures). This stage is used to help realise if the current financial position is likely to lead to achieving the goals you set out – this can be done through research of seeking out professional advice.
Proposed 3 questions to ask: “..what the discourse is about, why is it needed, and what it should accomplish.” (106). Asking what the discourse is about (fact & definition) is diving into what the central problem or issue is it can take a broad scope, and lead to the individual issues. Why is the discourse needed? (cause & value) what prompted the discourse in the first place? is now the right time for delivery of the discourse?
2. Would Calaveras be a creditworthy borrower? What are the principal risk factors in this prospective credit? Can Calaveras adequately service the proposed amount of debt? What other considerations might influence your evaluation of this firm as a prospective borrower?
Learning Objective As a group, you will use the Meetings tool to discuss the Mindersoft Case, and reach a consensus about the problem(s), analyze the problem, and recommend a defensible solution. Your group will: Evaluate an early-stage investment opportunity from the VC's perspective: market opportunity, business model, management team, and financials and come up with an offer for the entrepreneur. Perform the valuation of an early stage Company using the pre and post money method, the venture capital method and discounted cash flow method of valuation. Illustrate the valuation gap between the VC and entrepreneur and underscore that valuation is eventually driven by negotiation. Explore how entrepreneurs make financing decisions when they are faced with timing issues and low bargaining power versus VCs.
In order to better analyze, the strengths and weaknesses of J.C. Penney against another competitor in Dillards, we will use financial ratios to look at how both companies operate and utilize their resources and capabilities. First, we will look at current
What are the advantages of adding debt to the capital structure? How would issuing debt impact the company’s taxes and expected costs of financial distress? How would the financial markets react if the company increased its financial leverage? 3. How could Hill Country implement a more aggressive capital structure?
The case serves to motivate the following teaching objectives: • Introduce the Modigliani-Miller intuition of capital structure irrelevance; • Establish how the cost of equity is affected by capital structure decisions by defining financial risk and introducing the levered-beta capital asset pricing model (CAPM) equation; • Discuss interest tax deductibility and the valuation tax shields; • Explore the importance of debt capacity in a growing business. Suggestion for Advance Assignment to Students Students may consider the following study questions: 1. In what ways can Susan Collyns facilitate the success of CPK? 2. Using the scenarios in case Exhibit 9, what role does leverage play in affecting the return on equity (ROE) for CPK?
4. Is ECCO following the inside-out or outside-in strategic perspective? What are the implications of this choice and how can ECCO increase their sales/marketing efforts? * Inside-out strategy: which is an internal oriented strategy. This strategy emphasizes the company’s ability to utilize its existing internal resources and focuses on streamlining operation through proper sizing and cost reduction.
How can Price Discrimination be used by firms to enhance profitability? 11 4.5. Examples of Price Discrimination 13 5.0 Presentation and Analysis of Findings 14 6.0 Recommendations 16 7.0 Conclusion 17 Bibliography 18 EXECUTIVE SUMMARY This study was done as part of the requirements for the course GEMA6320, Managerial Economics, in the Executive Masters in Business Administration Programme at the Cave Hill School of Business. The objective of the study is to get a clearer understanding of the economic principles and theories that have been learnt in this course by analyzing price discrimination to determine whether