register with HBR and purchase the Course Pack. Cost of Capital (CAPM‚ WACC): Case: Midland Energy Resources‚ Inc.: Cost of Capital (Brief Case)‚ Joel L. Heilprin‚ Timothy A. Luehrman (Product number: 4129-PDF-ENG) Accompanying Student Spreadsheet: Midland Energy Resources‚ Inc.: Cost of Capital‚ Spreadsheet for Students‚ Joel L. Heilprin‚ Timothy A. Luehrman (Product number: 4140-XLS-ENG) Article: “What’s Your Real Cost of Capital?” James J. McNulty‚ Tony D. Yeh‚ William S. Schulze‚ Michael H. Lubatkin
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Mercury Athletic Footwear: Valuing the Opportunity Terran Knox Measurements II MBA-634 Northwood University DEVOS Program Dr. Adam Guerrero 4 March‚ 2015 Problem Statement Mercury Athletic is the footwear division of West Coast Fashions (WCF)‚ a designer and marketer of men’s and women’s apparel. Due to unspectacular financial reports‚ the division was going to be sold. John Liedtke‚ the head of business development for Active Gear‚ Inc.‚ (AGI) looked to acquire Mercury from WCF‚ believing
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levels. Examples include internal analyses such as financial accounting‚ performance assessment and capital budgeting‚ while others are used for strategic planning purposes such as merger and acquisition‚ as well as stock repurchase decisions (Luehrman and Heilprin‚ 2009‚ pg.1). When used at the divisional rather than corporate level‚ special consideration should be given to the fact that Midland’s divisions are not publicly traded entities‚ and therefore do not have individual Beta figures. In order
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Actores principales: • John Liedtke‚ Jefe de desarrollo de negocios para Active Gear. • Active Gear‚ compañía fundada en 1965 dedicada a la producción y comercialización de calzado deportivo en las líneas de alta tecnología para el tenis y golf‚ que luego pasó a la línea casual. • West Coast Fashion‚ compañía diseñadora de ropa. • Mercury Athletic‚ división de calzado deportivo de West Coast Fashion Puntos relevantes: En marzo de 2007‚ Active Gear está contemplando una oportunidad de
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For the exclusive use of A. BONTHA‚ 2015. 4040 OCTOBER 8‚ 2009 TIMOTHY LUEHRMAN JOEL HEILPRIN Blaine Kitchenware‚ Inc.: Capital Structure On April 27‚ 2007‚ Victor Dubinski‚ CEO of Blaine Kitchenware‚ Inc. (BKI)‚ sat in his office reflecting on a meeting he had had with an investment banker earlier in the week. The banker‚ whom Dubinski had known for years‚ asked for the meeting after a group of private equity investors made discreet inquiries about a possible acquisition of Blaine. Although Blaine
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company that manufactures personal hygiene products including soap‚ shampoo‚ sunscreen‚ mouthwash‚ and shaving cream (Stafford‚ Heilprin‚ and Devolder‚ 2010). Over the years‚ HPL has grown steadily under Hansson’s conservative expansion strategy‚ which is to expand only when Hansson makes sure that the capacity with any new facility should be at least 60% (Stafford‚ Heilprin‚ and Devolder‚ 2010). Right now‚ the four plants of HPL are all operating at 90% capacity‚ and the business generated 681 million
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documents and estimates. Stryker has assumed the tax rate to be 36% and a hurdle rate of 15% for net present value calculations. In this analysis‚ it also anticipated expenditures on PCBs for the period 2004-2009 under the old sourcing strategy (Luehrman‚ p. 4). 1. Introduction: Due to the predicted large increasing demand for Printed circuit boards (PCBs) and current unstable sourcing suppliers‚ the executive had resolved to address the issue by three options: One is maintaining the current
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4050 SEPTEMBER 18‚ 2009 TIMOTHY A. LUEHRMAN JOEL L. HEILPRIN Mercury Athletic Footwear: Valuing the Opportunity In March 2007‚ John Liedtke‚ the head of business development for Active Gear‚ Inc.‚ a privately held footwear company‚ was contemplating an acquisition opportunity. West Coast Fashions‚ Inc. (WCF)‚ a large designer and marketer of men’s and women’s branded apparel had recently announced plans for a strategic reorganization. The plan called for a divestiture of certain non-core
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OPERATIONS MANAGEMENT (MGCR 472) WINTER 2011 COURSE RELATED INFORMATION INSTRUCTOR INFORMATION Dr. Malleswara Talla Tel: (514) 287-5217 Office: Bronfman 501 - INSTRUCTOR’S OFFICE HOURS‚ E-MAIL AND MAILING ADDRESS INFO Tuesdays 13:00 pm – 14:00 pm Office Hours (Please send me a message if you need to see me during office hour) You can reach me over telephone‚ by email‚ then a meeting by appointment if needed. E-mail Mailing Address malleswara.talla@mcgill.ca Desautels Faculty of Management
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sheets have made it evident that the firm has a lot of potential for growth when acquiring an additional company. After maintaining simple production and supply chains AGI avoided the worst of industry write-downs and missed profit opportunities (Luehrman‚ Helprin (2009). In comparison to other larger industry’s AGI has a strong operating margin. Even though AGI is a profitable firm it has a downfall that it is much smaller than many of its competitors and is slowly becoming a disadvantage. In order
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