reparation Questions 1. What have been the sources of Nucor’s competitive advantage so far (namely‚ up until 1986)? Do you think “business as usual” is likely to continue generating the same profits for Nucor? Why? 2. What are the technological risks associated with thin-slab casting? (What could go wrong and how bad would it be? You may find the spreadsheet posted with these preparation questions helpful here.) 3. What are the market risks associated with thin-slab casting? (What could go wrong
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Current Market Outlook 2012-2031 Current Market Outlook 2012-2031 Outlook on a Page World regions Market growth rates 2011 to 2031 World economy (GDP) World regions Market value: $4‚470 billion Share of fleet 3.2% 100% 75% Number of airline passengers Delivery units 2% 24% 6% 4.0% 50% 25% 68% 2011 Airplanes 19‚890 2031 Airplanes 39‚780 2012 to 2031 New airplanes 34‚000 Airline traffic (RPK) 5.0% 0% Cargo traffic (RTK) 5.2% • 747 and larger • Twin aisle
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NPV Versus IRR W.L. Silber I. Our favorite project A has the following cash flows: -1000 0 0 1 0 2 +300 3 +600 4 +900 5 We know that if the cost of capital is 18 percent we reject the project because the net present value is negative: - 1000 + 300 600 900 + + = NPV 3 4 (1.18) (1.18) (1.18)5 - 1000 + 182.59 + 309.47 + 393.40 = -114.54 We also know that at a cost of capital of 8% we accept the project because the net present value is positive: - 1000 + 300 600 900
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3 Factors that Influence Rate of Return Any bondholder‚ or any investor for that matter‚ will allow three factors to influence his or her required rate of return. The three factors are the following: real (pure) rate of return‚ inflation‚ and risk premium. These three factors equal the risk free rate which is the rate of return of an investment with no risk of financial loss. This is also the rate that investors would expect from an absolutely risk-free investment over a period of time.
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objectives of The Boeing 7E7 case study is to seek the answer for the project question. Why is Boeing contemplating the launch of the 7E7 project? Is this the good time to do so? How would we know if the 7E7 project will create value? How to estimate the WACC? Is there anything else the board of directors should consider in assessing the financial appeal of this project? Why might the board vote ’yes’ on the 7E7‚ when the cost of capital estimate is greater than the IRR? Why might
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THE BOEING 7E7 Teaching Note Synopsis and Objectives In 2003‚ the Boeing Company announced plans to build a new “super-efficient” commercial jet called the “7E7” or “Dreamliner.” This was a “bet the farm” gamble by Boeing‚ similar in magnitude to its earlier introductions of the 747 and 777 airliners. The technological superiority of the new airframe‚ as well as the fact that it would penetrate a rapidly growing market segment‚ were arguments for approval of the project. On the other hand‚ the
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term gain in mind. Secondly the shareholder can invest expecting the project to pay off in the long-term. And lastly the prospective shareholder can choose to not invest in the project as a whole. In order to evaluate the profitability of the 7E7 project we are going to calculate the WACC of the project and then compare it to the stated IRR of 15.7%. While this calculation of IRR is subject to other risks such as the amount of units sold expected‚ we are going to assume 2‚500 units will be sold annually
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Divisional hurdle rates Financial management and policy Case 1‚ week 2 University of Maastricht Faculty of Economics and Business Administration Maastricht‚ 5th of November 2003 Danner‚ W. I 136964 Kuijt‚ R.J. I 130885 Steenvoorden‚ W.J.M. I 178829 Course Code: 6010v Group number: 7 Subgroup number: 1 Tutor: B. Pavlov Introduction Randolph Corporation is a multidivisional company. Due to frictions among the divisions‚ Randolph’s stock has not performed according to expectations
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Boeing Corporation The Challenge of Being Ethical and Competitive “Because we dared to dream‚ dared to work hard‚ we have turned dreams into realities‚ to leave some huge footprints on every aerospace frontier. Now it is time to create some new footprints!” ~ Phil Condit‚ CEO‚ 1996 Boeing Chief Executive Phil Condit stared blankly at the road early Saturday evening as he drove to Boeing Headquarters. He drummed his fingers on the steering wheel‚ contemplating the crucial decision at hand
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chart below. • What is the terminal value of the company under each scenario? As you can see in the graph below‚ the terminal value for the company if it takes the equity route is about $106M‚ where if it takes the debt route its terminal value will be about $45M. • What cash payments will be made by the company at the end of year seven? As you can see in the graph below‚ the only cash outflows from the company in year 7 will come from debt financing‚ with about an $11M outflow from buying back
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