...Can It Go?; Application of Stock Valuation Methods Case 12- What Are We Really Worth; Valuation of Common Stock Case 13- The Lazy Mower: Is It Really Worth It?; Estimating Cash Flow-New Project Analysis Case 14- If the Coat Fits, Wear it; Replacement Project Analysis Case 15- The Dilemma at Day-Pro; Comparison of Capital Budgeting Techniques Case 16- Too Hot to Handle; Capital Budgeting Case 17- Flirting with Risk; Risk and Return Case 18- I Wish I Had a Crystal Ball; Real Options and Capital Budgeting Case 19- Can One Size Fit All?; Determining the Cost of Capital Case 20- We Are Not All Alike; Divisional Costs of Capital Case 21- Where Do We Draw the Line?: Marginal Cost of Capital and Capital Budgeting Case 22- EVA ? Does It Really Work?; Economic Value Added (EVA) Case 23- It’s Better to Be Safe Than Sorry!; Evaluating Project Risk Case 24- Look Before You Leverage; Debt Versus Equity Financing Case 25- Is It Worth More Dead or Alive?; Bankruptcy and Reorganization Case 26- Is It Much Ado About Nothing?; Dividend Policy Case 27- Timing Is Everything!; Working Capital Management Case 28- Getting Our Act Together; Cash Budgeting Case 29- The Elusive Cash Balance;...
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...UNIT 11 Structure 11.0 11.1 11.2 11.3 11.4 11.5 11.6 11.7 11.8 11.9 11.10 MANAGING HOSPITALITY OPERATIONS: ORGANISED SECTOR Objectives Introduction Types of Accommodation in the Organised Sector Policy Formulation and Strategies Financial Management Product Design Marketing Management Safety and Security Organisation of a Hotel Let Us Sum Up Clues to Answers 11.0 OBJECTIVES After going through this Unit you will be able to explain the: • • • • typology of accommodation in unorganised sector, procedures involved in policy and strategy formulation, application of marketing management in hotels, and role of safety and security in organised accommodation sector. 11.1 INTRODUCTION Ever since man started to travel in search of food, work, better prospects or leisure, there has been a demand for overnight stay. Lodging houses were built to provide accommodation along the trade and caravan route. Missionaries and religious travellers were accommodated by local people in their houses. But the demand for shelter kept on increasing with the development of highways and technological advancements in modes of travelling. As a result inns gave way to hotels. Hospitability industry today is a massive industry providing home facilities away from home to millions of travellers. These travellers can be segmented into various categories like business travellers, tourists, etc. All have different needs and expectations. However, the hospitality industry is so versatile that it is catering...
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...rP os t op yo Match Supply and Demand in Service Industries No tC W. Earl Sasser Do Harvard Business Review 76608 This document is authorized for use only by Ramanna Shetty until June 2012. Copying or posting is an infringement of copyright. Permissions@hbsp.harvard.edu or 617.783.7860. rP os t HBR NOVEMBER–DECEMBER 1976 op yo Match Supply and Demand in Service Industries W. Earl Sasser No tC What makes service industries so distinct from manufacturing ones is their immediacy: the hamburgers have to be hot, the motel rooms exactly where the sleepy travelers want them, and the airline seats empty when the customers want to fly. Balancing the supply and demand sides of a service industry is not easy, and whether a manager does it well or not will, this author writes, make all the difference. In this rundown of the juggling feat service managers perform, the author discusses the two basic strategies—‘‘chase demand’’ and ‘‘level capacity’’— available to most service companies. He goes on to discuss several ways service managers can alter demand and influence capacity. W. Earl Sasser is associate professor of business administration at the Harvard Business School, where he developed the second-year MBA course ‘‘Management of Service Operations.’’ He currently teaches another secondyear course, ‘‘The Operating Manager,’’ and is conducting research on managing service operations. Mr. Sasser has had a previous...
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...text may include materials submitted to McGraw−Hill for publication by the instructor of this course. The instructor is solely responsible for the editorial content of such materials. 111 FINAGEN ISBN: 0−390−55204−6 Finance Contents Ross−Westerfield−Jaffe • Corporate Finance, Seventh Edition I. Overview 1 1 20 34 34 35 70 98 130 152 152 193 219 219 241 241 275 1. Introduction to Corporate Finance 2. Accounting Statements and Cash Flow II. Value and Capital Budgeting Introduction 4. Net Present Value 5. How to Value Bonds and Stocks 7. Net Present Value and Capital Budgeting 8. Risk Analysis, Real Options, and Capital Budgeting III: Risk 10. Return and Risk: The Capital−Asset−Pricing Model (CAPM) 12. Risk, Cost of Capital, and Capital Budgeting VII. Short−Term Finance 27. Cash Management VIII. Special Topics 29. Mergers and Acquisitions 31. International Corporate Finance Harvard Business School Entrepreneurship Cases JAFCO American Ventures, Inc.: Building a Venture Capital Firm 299 299 Case Harvard Business School Finance Cases Pioneer...
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...Custom Snowboards CFO Report Custom Snowboards, Inc. (CS) is a world-renowned company that has continued to grow over the last four years since being traded publically. With a center for operations in Minneapolis, and small warehouses and administrative offices in the Canadian and European markets, the potential for growth is evident in the company’s profitability, liquidity and solvency. There are risks associated with the company expansion, but those can be mitigated. With strong ratio analysis, the company is ready to receive and put to use the loan from the bank for $1,000,000. A1: Key Points The key points in the income statements include increasing gross profits, decreasing net earnings, increasing total operating expenses, and decreasing operating income. The key points in the balance sheets are changes to cash and cash equivalents, short-term investments, increasing accounts and accounts payable, decreasing total long-term liabilities, and increasing total liabilities and equity. All of these are important because they show the company’s profitability, liquidity, and solvency. Gross profits were $1,984,500 in year 12, $2,048,200 in year 13, and continued to increase to $2,087,400 by year 14. This increase in gross profits is due to the increased net sales over the three years by an additional $338,100 from year 12 to 14. The company saw a 3.21% increase in sales from year 12 to 13, and another 1.91% increase from year 13 to 14. Costs of goods sold, has remained...
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...PLEASE REVIEW THIS ARTICLE BASED ON EMBEDDED COMMENTS/QUESTIONS. Harvard Business Review January 1987 / February 1987 How to Measure Yourself Against the Best Frances Gaither Tucker; Seymour M Zivan; Robert C Camp ABSTRACT: The Logistics and Distribution unit of Xerox's Business Systems Group was gaining 3% to 5% a year in productivity not good enough in light of industrywide price cuts in business machines. One solution, benchmarking, measures L&D's warehouse and distribution performance against comparable activities in other industries. Comparing oneself with competitors (as well as with internal units) is useful, but doesn't necessarily get the benefit of the best practice, not to mention the benefit of cooperation. Benchmarking against non-competitors is the answer. After a search, L&D found the best warehousing and materials handling organization was at L.L. Bean, the outdoor-clothing retailer and mail-order house. With Bean's cooperation, L&D benchmarked its operation against the best and learned a lot. By looking closely at the operation of Bean and other noncompetitors, L&D has raised its productivity 10% each year and gained a better position against its real competition. BODY: One way to judge the performance of an organization is, of course, to compare it with other units within the company. But these measurements often merely reinforce complacency or generate "not invented...
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...pressure to meet quarterly targets, operational items had started to crowd strategy out of the agenda. Inevitably, the review of actual monthly and forecast quarterly financial performance revealed revenues to be lower, and expenses to be higher, than targeted. The worried managers spent hours discussing how to close the gap through pricing initiatives, capacity downsizing, SG&A staff cuts, and sales hbr.org 1808 Kaplan.indd 63 | January 2008 | Harvard Business Review 6 3 12/5/07 5:32:05 PM | Mastering the Management System campaigns. One executive noted, “We have no time for strategy. If we miss our quarterly numbers, we might cease to exist. For us, the long term is the short term.” Like Conner, all too many companies – including some well-established public corporations – have learned how Gresham’s Law applies to their management meetings: Discussions about bad operations inevitably drive out discussions about good strategy implementation. When companies fall into this trap, they soon find themselves limping along, making or closely missing their numbers each quarter but never examining how to modify their strategy to generate better growth...
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...Seventh Edition Accounting for Decision Making and Control Jerold L. Zimmerman University of Rochester To: Conner, Easton, and Jillian ACCOUNTING FOR DECISION MAKING AND CONTROL, SEVENTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2009, 2006, and 2003. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 DOW/DOW 1 0 9 8 7 6 5 4 3 2 1 0 ISBN MHID 978-0-07-813672-6 0-07-813672-5 Vice President & Editor-in-Chief: Brent Gordon Vice President of EDP: Sesha Bolisetty Editorial Director: Stewart Mattson Sponsoring Editor: Dick Hercher Marketing Manager: Sankha Basu Editorial Coordinator: Rebecca Mann Project Manager: Erin Melloy Design Coordinator: Brenda A. Rolwes Cover Designer: Studio Montage, St. Louis, Missouri Production Supervisor: Sue Culbertson Media Project Manager: Balaji Sundararaman Compositor: MPS Limited, A Macmillan Company...
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...their focus drifted. The meetings’ agenda called for a discussion of operational issues in the morning and strategic issues in the afternoon. But with the company under pressure to meet quarterly targets, operational items had started to crowd strategy out of the agenda. Inevitably, the review of actual monthly and forecast quarterly financial performance revealed revenues to be lower, and expenses to be higher, than targeted. The worried managers spent hours discussing how to close the gap through pricing initiatives, capacity downsizing, SG&A staff cuts, and sales campaigns. One executive noted, “We have no time for strategy. If we miss our quarterly numbers, we might cease to exist. For us, the long term is the short term.” Like Conner, all too many companies— including some well-established public corporations—have learned how...
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...Seventh Edition Accounting for Decision Making and Control Jerold L. Zimmerman University of Rochester To: Conner, Easton, and Jillian ACCOUNTING FOR DECISION MAKING AND CONTROL, SEVENTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2009, 2006, and 2003. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 DOW/DOW 1 0 9 8 7 6 5 4 3 2 1 0 ISBN MHID 978-0-07-813672-6 0-07-813672-5 Vice President & Editor-in-Chief: Brent Gordon Vice President of EDP: Sesha Bolisetty Editorial Director: Stewart Mattson Sponsoring Editor: Dick Hercher Marketing Manager: Sankha Basu Editorial Coordinator: Rebecca Mann Project Manager: Erin Melloy Design Coordinator: Brenda A. Rolwes Cover Designer: Studio Montage, St. Louis, Missouri Production Supervisor: Sue Culbertson Media Project Manager: Balaji Sundararaman Compositor: MPS Limited, A Macmillan Company...
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...reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without prior written permission of the publisher. This McGraw−Hill Primis text may include materials submitted to McGraw−Hill for publication by the instructor of this course. The instructor is solely responsible for the editorial content of such materials. 111 FINAGEN ISBN: 0−390−55313−1 Finance Contents Ross−Westerfield−Jaffe • Corporate Finance, Seventh Edition I. Overview 1 1 20 34 34 69 97 129 151 151 192 192 214 214 248 1. Introduction to Corporate Finance 2. Accounting Statements and Cash Flow II. Value and Capital Budgeting 4. Net Present Value 5. How to Value Bonds and Stocks 7. Net Present Value and Capital Budgeting 8. Risk Analysis, Real Options, and Capital Budgeting III: Risk 10. Return and Risk: The Capital−Asset−Pricing Model (CAPM) VII. Short−Term Finance 27. Cash Management VIII. Special Topics 29. Mergers and Acquisitions 31. International Corporate Finance Baker−Lembke−King • Advanced Financial Accounting, Sixth Edition 19. Not−for−Profit Entities 272 272 Text...
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...CHAPTER 1 Introduction to Corporate Finance Compensation of corporate executives in the United States continues to be a hot-button issue. It is widely viewed that CEO pay has grown to exorbitant levels (at least in some cases). In response, in April 2007, the U.S. House of Representatives passed the “Say on Pay” bill. The bill requires corporations to allow a nonbinding shareholder vote on executive pay. (Note that because the bill applies to corporations, it does not give voters a “say on pay” for U.S. Representatives.) Specifically, the measure allows shareholders to approve or disapprove a company’s executive compensation plan. Because the vote is nonbinding, it does not permit shareholders to veto a compensation package and does not place limits on executive pay. Some companies had actually already begun initiatives to allow shareholders a say on pay before Congress got involved. On May 5, 2008, Aflac, the insurance company with the well-known “spokesduck,” held the first shareholder vote on executive pay in the United States. Understanding how a corporation sets executive pay, and the role of shareholders in that process, takes us into issues involving the corporate form of organization, corporate goals, and corporate control, all of which we cover in this chapter. 1.1 What Is Corporate Finance? Suppose you decide to start a firm to make tennis balls. To do this you hire managers to buy raw materials, and you assemble a workforce that will produce and...
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...Keys to Success 5 B. Company Summary 5 B1. Industry History 5 B2. Legal Form of Ownership 6 B3. Location and Facilities 6 B4. Management Structure 7 B5. Products and Services 8 C. Market Analysis 8 C1. Target Market 8 C2. Industry Analysis 9 C3. SWOT Analysis 10 D. Market Strategy 12 D1. 4Ps 12 D2. Price List 13 D3. Promotional Strategy 14 D4. Sales Forecast 14 E. Implementation Strategy 17 E1. Overall Strategy 17 E2. Monitoring Plan 17 F. Financial Statements and Projections 18 F1. Revenue and Cost Estimate……………………………………………………………….18 F1. Forecasted Profit and Loss Statement 18 F2. Forecasted Balance Sheet 19 G. Financial Report 19 G1. Financial Projections 19 G2. Financial Position 20 G3. Estimated Capital/Investment Needs 20 H. References……………………………………………………..……………………………………..21 A. Executive Summary A1. Company Identification: Vegetarian Delight is a food cart that will travel to different locations in Northern Oregon and Southern Washington where there will be special events every month of the year. We will travel to farmers’ markets weekdays during farmer market season with runs from April to October. On the weekends the cart will travel to county fairs and other special weekend events such as concerts, festivals and races. A2. Mission of the Company: Our mission is to provide healthy, tasteful meatless meals to patrons of the county fairs, farmers markets and local weekend events. We will strive to use local fresh farmed vegetables...
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...that is not as good as the next best alternative. Answer: B 3) In a market economy, which of the following is the most important factor affecting scarcity? A) the needs and wants of consumers B) the price of the product C) the degree to which the government is involved in the allocation of resources. D) All of the above are equally important. Answer: A 4) Which of the following is not considered by economists to be a basic resource or factor of production? A) money B) machinery and equipment C) technology D) unskilled labor Answer: A 5) Select the group that best represents the basic factors of production. A) land, labor, capital, entrepreneurship B) land, labor, money, management skills C) land, natural resources, labor, capital D) land, labor, capital, technology Answer: A 6) Which of the statements below best illustrates the use of the market process in determining the allocation of scarce resources? A) "Let's make this product because this is what we know how to do...
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...Accounting FOR DUMmIES 4TH ‰ EDITION By John A. Tracy, CPA Accounting For Dummies®, 4th Edition Published by Wiley Publishing, Inc. 111 River St. Hoboken, NJ 07030-5774 www.wiley.com Copyright © 2008 by Wiley Publishing, Inc., Indianapolis, Indiana Published by Wiley Publishing, Inc., Indianapolis, Indiana Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600. Requests to the Publisher for permission should be addressed to the Legal Department, Wiley Publishing, Inc., 10475 Crosspoint Blvd., Indianapolis, IN 46256, 317-572-3447, fax 317-572-4355, or online at http:// www.wiley.com/go/permissions. Trademarks: Wiley, the Wiley Publishing logo, For Dummies, the Dummies Man logo, A Reference for the Rest of Us!, The Dummies Way, Dummies Daily, The Fun and Easy Way, Dummies.com and related trade dress are trademarks or registered trademarks of John Wiley & Sons, Inc. and/or its affiliates in the United States and other countries, and may not be used without written permission. All...
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