Reed's Case Study

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Running head: REED’S CASE STUDY Case Study Ardmond Pree University of Phoenix Dr. Robert Mayfield FIN 370 Case Study In the Case Study for “Reed’s Clothier,” Jim Reed II has allowed what once was considered deem able business practice to drastically affect his business. Jim’s uninformed decision to increase inventory has snowballed into insurmountable debt. Instead of realizing his company was in a financial bind, Reed decided to solicit his bank which has been the company’s bank since being founded, for an increase in his line of credit. With new management in place, the bank no longer does business like the days of old. Harold Holmes, the new banker in charge of the Reed account requests to see company books and after examining what Reed presented, decided to deny the increase in the Reed credit line. Additionally, Reed owes the bank in excess of $100,000 which Holmes has requested payment within 30 days. Holmes suggested changes Reed could make to make his business profitable again and be able to stay on top of debt. These changes included hiring a consultant to overlook the financial and inventory aspects of the business, and reducing inventory and account receivables to the industry average. Upon reviewing the balancer sheet, Holmes suggested accounts receivable being considerably reduced, since this was an area which was controllable. Sales will be impacted by this move although sale stabilization will occur over time. Conceivably, one could think that this is a no brainer and follow the recommendations. But other factors are not being considered. The turnaround time for Reed is shorter because the store has everything on hand as opposed to other stores which may take orders on “specialty” items. Having discounted sales will help Reed move older inventory and inventory not as in demand anymore. For example, larger
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