Synopsis of ENRON-The Smartest Guy in the room documentary It was indeed a pleasure watching the documentary ENRON- The Smartest Guy in the Room documentary. It gave me an insight on whatever a person does wrong in the dark it will eventually come to light! Enron Corporation was an American energy, commodities, and services company based in Houston, Texas. Before its bankruptcy on December 2, 2001, Enron employed approximately 20,000 staff and was one of the world's leading electricity, natural gas, communications, and pulp and paper companies, with claimed revenues of nearly $101 billion in 2000. Due to scandals Enron went from being the nation’s 7th largest corporation to going in bankruptcy within weeks.
“Enron: The Smartest Guys in the Room” is a 2005 documentary which examines the 2001 collapse of the Enron Corporation is the result in criminal trials for several of the company's top executives; it also shows the involvement of the Enron traders in the Texas electricity crisis . This film shows how the 7th largest company in Texas (net worth $70 billion) became bankrupt. Enron showed us how big money comes from good business and how well you know the people who have higher powers. Ken Lay ( the CEO of Enron) showed futuristic and more improved ways to do business. Enron had many legitimate sources of income like natural gas, etc.
Furthermore in 1932 Tesco then became a public limited company. This meant that it can be either unlisted or listed company on the stock exchanges. Tesco’s then expanded largely by purchasing its rivals shops. Between 1950 and 1960 Cohen bought 367 other stores in total. In the 1970’s Tesco then opened its first petrol store and would then become the UK’s largest independent petrol retailer.
The two companies merged in 2001 and acquired Unocal Corporation in 2005. The average net production of Chevron in 2011 was 2.673 million barrels of oil per day, with about 75% of the production occurring outside the U.S. The company has a huge marketing network to support its
The acquisition of new credit lines was increasing drastically but the management did not consider the risk associated with the applicants before they were approved for credit cards. “The company’ website was regularly named of the top 50 financial websites by Money magazine and by 2000 had more daily ‘hits’ or visits than any other website in the financial industry. More importantly for several consecutive years, NextCard issued more credit cards online than any other credit card issuer, including such large and well established firms as American Express, Bank of America, Citibank, and MBNA”(Knapp p135). The company was actually posting losses; $77.2 million in 1999. The company still went public even though the management was aware of their losses.
Background: In the year 1984, with the help of Rhonda Kallman, Jim Koch founded the Boston Beer Company. With his great-great-grandfather’s recipe, Koch believed that capitalizing on the vulnerabilities of imported beers would be simple by generating a high quality product. In ten years, Boston Beer became the largest craft brewer in the U.S. They currently maintained only 1.95 million in long-term debt after financing its working capital requirements and capital expenditures. The capital raised from initial public stock offerings had an estimated amount around $13 billion in the 4th quarter of the year 1995: an almost $7 billion dollar increase from the 4th quarter of the previous year (1994).
This number expanded to store number 2,000 in 2005. The corporation consists of several entities, including Home Depot, Home Depot Supply, Home Depot Landscaping Supply, EXPO Design Center and Home Depot Floor Store with a combined total of 345,000 associates. Annual sales reached $81.5 billion in 2005 with earnings per share more than doubling from $1.10 in 2000 to $2.72 in 2005. After co-founder Arthur Blank retired as President and CEO in 2000, Robert L. Nardelli took over the reins as the new CEO. Nardelli was a successful executive at General Electric and appeared to be a great fit with Home Depot’s culture.
Andrew Liveris, CEO of Dow, had announced the “Dow of Tomorrow” strategy in 2006, which consisted of two parts. • The first part was the pursuit of an asset-light approach to its low-margin, but cash-rich, commodity business. This was achieved by creating a joint venture (JV) with Petrochemical Industries Company (PIC). • The second part was building high-growth and high-value-added performance businesses. To achieve this, Liveris agreed to purchase Rohm and Maas.
Everybody knows you're punished for doing something wrong or making a mistake. We're not talking spilled milk here, were talking about people's lives and millions of dollars that is being wasted. Many people and families lost their life savings, millions lost their jobs, and the whole economy crashed because of the actions of these narrow minded people, yet they have not been served justice and still have the large sums of money they got during the economic crash. It's not fair to these people because it's not 100% their faults that they lost their homes. The government tried to bail out the banks, after the bank made a lot of bad loans.
On September 11, 2001 (9/11), four days later, terrorists attacked the World Trade Center. This attack had thrown the world into chaos, and made the global economy unstable. The stock market dropped 20 percent, and GE lost US$80 billion in market capitalization just within a week of Immelt taking charge. At any rate, Immelt knew the mission would not be easy, and there were difficulties that he had to overcome. To examine the difficulties that faced Immelt, there are two important