29‚ 1996 Clarkson Lumber Company After a rapid growth in its business during recent years‚ the Clarkson Lumber Company‚ in the spring of 1996‚ anticipated a further substantial increase in sales. Despite good profits‚ the company had experienced a shortage of cash and had found it necessary to increase its borrowing from the Suburban National Bank to $399‚000 in the spring of 1996. The maximum loan that Suburban National would make to any one borrower was $400‚000 and Clarkson had been able
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Case Study: Clarkson Lumber Company Albert M. Aguirre February 11‚ 2012 1. Mr. Clarkson needed to borrow money to address the shortage of cash coming in. Although the business was profitable the bulk of the assets of the company were in its receivables and inventory. The current loan that it gets from Suburban National Bank is not enough to supplement the cash flow that it gets versus the projected expenses that the company had to pay and was maturing. There were also notes payable to
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I. Introduction Clarkson Lumber Company has been in growth during recent years and anticipated a further increase in sales. Despite of consistent profits‚ the company has suffered shortage of cash and borrowed fund needed for its business growth. Question #1 Increasing amount of borrowing despite of its consistent profitability came from following reasons. First is the firm’s financial position. As sales have increased by 60% from 1993-1995‚ the assets that support increase of sales increased
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I. Overview and Introduction The Clarkson Lumber Company is a classic case of a small‚ private company rapidly growing and not having a sufficient cash flow to sustain operations with the increase in expected future sales. First‚ there needs to be an analysis of the events and strategies that have been implemented which affect the company’s financials. The owner‚ Keith Clarkson‚ bought out his partners “interest” in the company by issuing a note of $200‚000 at 11% interest. The owner issued
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Pre-work for Clarkson Lumber Prof. Ben J. Sopranzetti 1. Do a Porter’s five forces analysis for Clarkson Lumber. 2. Do a SWOT analysis for Clarkson Lumber. 3. Think about how each of the factors in the Porter and SWOT analyses affects the expected cash flows‚ the risk of those cash flows‚ and the timing of the cash flows. 4. Why does the firm have to borrow so much money to support this profitable business? Where is its money going? Try your hand at doing a funds flow statement. 5
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The Clarkson Lumber Company Case Analysis June 30‚ 2011 beardsrus Leave a comment Go to comments (Note: In retrospect we think that perhaps Clarkson should reduce its expenses and debt first before leveraging itself further. Exhibits not included here) Written April 19‚ 2010 Finance 434 Overview Clarkson Lumber Company is a classic example of a privately held company that has experienced a rapid growth in sales and has reached a point where it is facing a shortage of cash to
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Clarkson Lumber Company 1. Why has Clarkson Lumber borrowed increasing amounts despite its consistent profitability ? Clarkson’s business is growth with average Net Sales 24.50% from year 1993 to year 1995. The Net Sales Q1 year 1996 is achieved 23.50% of Net Sales year 1995. To achieve the target Net Sales year 1996‚ Clarkson should borrow the Loan from other Bank. If not‚ the estimation of achievement Net Sales year 1996 is 4 times of Net Sales Q1 year 1996 or decrease -6.00% of Net Sales
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The Kelly outbreak is a famous phenomenon in Australia’s colonial history. Whilst some people prefer to see the outbreak as a simple criminal incident between an outlaw and the police‚ most historians view it as a broader sociological phenomenon‚ involving conflict between a larger rural community and the colonial authorities. An important issue for historians has been to understand the underlying causes of this criminal outbreak‚ whether it was mainly due to personal‚ ethnic or socio-economic
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Clarkson Lumber Company Financial Analysis 1. Background Clarkson Lumber Company is owned and operated by the hardworking‚ 49-year-old Mr. Clarkson. It has low operating expenses‚ a small staff‚ and strong management. The overall impression is one of a conservative‚ efficient operation. Clarkson himself leads a frugal lifestyle with little personal debt. The company has been in growth during recent years and anticipated a further increase in sales. Despite of consistent profits‚ the company
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Clarkson Lumber Company 1. Identify the key problem in the case and explaining why it is the key problem. Clarkson Lumber Company’s biggest problem by far is the fact that Mr. Clarkson had agreed to buy out Mr. Holtz for $200‚000 with semi-annual installments of $50‚000. It wasn’t necessarily a bad idea for Mr. Clarkson to buy out Mr. Holtz altogether‚ but the $100‚000/year of payments is an unrealistic amount for Clarkson Lumber at this point in time. Between 1993 and 1995‚ there hasn’t been a
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