Arun Chhikara PGDM-IB-208 BATCH 2011-13 BIMTECH Arun Chhikara PGDM-IB-208 BATCH 2011-13 BIMTECH Woodson Chemical Company Woodson Chemical Company Executive Summary Excellent customer service is a way to set the organization apart from its competitors. Differentiation can be achieved through fast and correct execution of product ordering. To improve on the order process it is important to have the correct information provided in a timely fashion to all divisions. For integration to be
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Introduction: Ovania Chemical Corporation is a specialty chemicals producer. Its core product is polyethylene terephthalate (PET) thermoplastic resins‚ which are used mainly to make containers and packages for bottled water‚ soft drinks‚ foods‚ and pharmaceuticals. Their main plant is located in Steubenville‚ Ohio. Though smaller than other chemical producers that produces globally‚ it has competed successfully in its niche of the US specialty chemical business. Recently advances in technology have
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Whirland Chemical Company There are a number of factors with Whirland Chemical Company that raise concern and increase the audit risk of this company. We will go over the major concerns one by one‚ and then determine the level of audit risk we are willing to accept on this engagement. * a) b) * First of all‚ we are auditing Whirland for the first time. Because this is the first time we are auditing Whirland‚ a lot of research has to be done on the operations of the company. We need
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WGP CHEMICAL COMPANY CASE STUDY 1. What is the total distribution cost for W-G-P Chemical Company? What is the cost per pound‚ cubic foot‚ case‚ line‚ and order? How can these measures contribute to the distribution review process? In order to calculate the total distribution cost‚ carrying cost must be calculated. Inventory carrying cost rate was given as 18%. The formula is Annual carrying cost=average inventory level * carrying cost rate Average inventory was given in table 4 as $90 million
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The Grayson Chemical Company I. Problems A. Macro 1. Grayson has become stagnant‚ failed to change‚ and is no longer competitive. 2. The current people at Grayson are not acceptable to change. 3. There is a culture of doing things by the book. B. Micro 1. Incompetent managers promoted. 2. Board does not have a consensus of opinion. II. Causes 1. Grayson has not been proactive with its environment. 2. Corporate culture is very resistant to change. 3. Board does not speak with one
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Midland Energy Introduction: Midland Energy Resources‚ Inc. is a global multi-division energy company with operations in oil and gas exploration and production (E&P)‚ refining and marketing (R&M)‚ and petrochemicals. On a consolidated level‚ the company had 2006 operating revenue and operating income of $248.5 billion and $42.2 billion‚ respectively. Its largest division is R&M with the Petrochemical division being the smallest. Midland’s most profitable segment is its P&E division which generates
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Midland Energy Resources‚ Inc.: Cost of Capital Background Information: ➢ Janet Mortensen‚ Senior vice preside of project finance for Midland Energy Resources ➢ Midland Has three divisions o Exploring and Production(E&P) o Refining and Marketing (R&M) o Petrochemicals ➢ 2006 Operating Revenue-$248.5 billion Operating Income- $42.2 billion ➢ Estimated Cost of Capital used to analyses o Asset appraisal for capital budgeting o
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Professor Smith Midland Energy Resources‚ Inc.: Cost of Capital Case Questions This case provides an opportunity to determine what cost of capital firms should use when firms are evaluating investment opportunities. The case addresses what inputs should be used in estimating the opportunity cost of capital for investors as well as which firms should be identified as comparables. 1. How are Mortensen’s estimates of Midland’s cost of capital used? How‚ if at all‚ should these anticipated uses
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Through this calculation we conclude that the cost of equity is 11.23%. These are the results we obtain: Company’s Beta of Equity = 1.25 | Find Cost of Equity (Ke) by CAPM | Ke @ EMRP of 5% = .0498+1.25(.05) | 0.11230 | The next step Midland needs to take in order to determine its corporate WACC‚ is to find the cost of debt. We can be more confident in the actual future cost of the debt in the future because it is a set amount of interest paid to debt holders. In the case we are told
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1. How are Mortensen’s estimates of Midland’s cost of capital used? How‚ if at all‚ should these anticipated uses affect the calculations? Janet Mortensen‚ Senior Vice President of project finance for Midland Energy Resources has calculated yearly annual cost of capital investments for Midland and each of its three divisions. The three divisions consist of oil and gas Exploration and Production (E&P)‚ Refining and Marketing (R&M) and Petrochemicals. E&P is Midland’s most profitable
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