...The Egyptian myth had a man name Atum that was alone in the world. Atum was neither male or female, and had one all- seeing eye that could roam the universe. Atum created his own children were he spit and vomited them out of his body. His son name Shu was god of the air. His daughter name Tefnut and made her god of mist and moisture. Shu and Tefnut job was to separate the chaos into principle of law, order and stability. Choas was divided into light and dark and was called Maat. Maat was a feather. Shu and Tefnut produced Geb, the Earth and Nut the Sky. Nut produced rain for Geb and Geb made things grow on earth. Sky gave birth to the sun every night before dawn, and every day it would follow its course over the earth and die at sunset. Shu and Tefnut produced other Gods, Isis, the queen of the gods. Hathor, the goddess of love and beauty. Osiris the god of wisdom and justice. Seth, the god of evil. Thoth, the god of wisdom and Nephthys the protectress of the dead. Atum’s children had got lost so he sent his all- seeing eye out to find them and when they came back he was so happy he cried tears of joy and when the tears hit the earth, they became the first men. The Zulu myth long ago before man or any animals it was just darkness and a large seed. They seed fell into the earth and long weeds began growing which were called Uthlanga, which is the source of all things. One weed grew into a man named Unkulunkulu. He was the first man and the creator of all things. He grew...
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...roam the universe. He joined with his shadow to produce a son and a daughter. Atum gave birth to his son by spitting him out. He named him Shu and made him god of the air. Atum vomited up his daughter. He named her Tefnut and made her the goddess of mist and moisture. Shu and Tefnut were given the task of separating the chaos into principles of law, order and stability. The chaos was divided into light and dark and set into place. This order was called Maat, which formed the principles of life for all time. Maat was a feather; it was light and pure. Shu and Tefnut produced Geb, the Earth and Nut the Sky. At first these two were tangled together as one. Shu, god of the air, pushed Nut up into the heavens. There she would remain arched out over Geb, her mate. They longed to be together, but in the name of Maat they had to be apart, to fulfil their functions. Nut produced rain for Geb, and Geb made things grow on earth. As the sky, she gave birth to the sun every night before dawn, and by day it would follow its course over the earth and die at sunset. Shu and Tefnut produced the other gods. Isis, the queen of the gods, Hathor, the goddess of love and beauty, Osiris the god of wisdom and justice, Seth, the god of evil, Thoth, the god of wisdom and Nephthys the protectress of the dead. But the chaos was still vast and not yet fully separated into the order of Maat. Shu and Tefnut once got lost in the dark waters of Nu. Atum was desperate to find his children. He...
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...roam the universe. He joined with his shadow to produce a son and a daughter. Atum gave birth to his son by spitting him out. He named him Shu and made him god of the air. Atum vomited up his daughter. He named her Tefnut and made her the goddess of mist and moisture. Shu and Tefnut were given the task of separating the chaos into principles of law, order and stability. The chaos was divided into light and dark and set into place. This order was called Maat, which formed the principles of life for all time. Maat was a feather; it was light and pure. Shu and Tefnut produced Geb, the Earth and Nut the Sky. At first these two were tangled together as one. Shu, god of the air, pushed Nut up into the heavens. There she would remain arched out over Geb, her mate. They longed to be together, but in the name of Maat they had to be apart, to fulfil their functions. Nut produced rain for Geb, and Geb made things grow on earth. As the sky, she gave birth to the sun every night before dawn, and by day it would follow its course over the earth and die at sunset. Shu and Tefnut produced the other gods. Isis, the queen of the gods, Hathor, the goddess of love and beauty, Osiris the god of wisdom and justice, Seth, the god of evil, Thoth, the god of wisdom and Nephthys the protectress of the dead. But the chaos was still vast and not yet fully separated into the order of Maat. Shu and Tefnut once got lost in the dark waters of Nu. Atum was desperate to find his children. He sent...
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...Case study of Japanese bribe The case basically talks about the “bribe” in Japan by the Lockheed Aircraft Company. Mr. A Carl Kotchian is the president of the company. In 1970 they were saved from bankruptcy emergency government loan of $250 million. In order to save from financial disaster Lockheed is desperately looking to sell it air craft in major Japan airline. Eventually Kodama succeed in entering in to contract sell Lockheed aircraft in Japan with $9 million bribe to the Prime Minister Kukeo Tanaka and other government official, they knew that by paying the bribe they were sure that they will get the contract to sell their plane in All-Nippon Airline. Officials from private trading company advised about the bribe, but Mr. A Carl Kotchian says that it was the “Japanese Business Practice” in which local consultant is in more supportive to keep in with local “business practice” US investigate and found $22 million as bribe or secret payment but they mention it as “marketing cost in their books of account. Internal Revenue Codes states it as bribe which is directly paid to the officials and employees. But however it was not considered as bribe during that time for no us enact rules by US government. But due to guilt of bribe Mr. Kochian was resign with the pressure from board of directors and Kodama was arrested. Mainly there are three main stake holders; 1. Mr. A Carl Kotchian who was the president of Lockheed Air Craft Company who bribe different Japanese...
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...------------------------------------------------- Memorandum From: Maureen Farrell-JacobsR e: Lockheed L-1011 Tri-Star Case Study Part 1: Recommendation Proceed to obtain the $250 million in federal loan guarantees to complete the L-1011 Tri Star program. Seek military aircraft contracts in addition to the civilian aircraft contracts thereby spreading the risk into Lockheed’s well-established military market rather than exclusively into the commercial aircraft market. By making the above changes, Lockheed will potentially yield a NPV of $149.85 million using a 13% required rate of return at 500 units of production sold to both commercial and military markets versus the other end of the spectrum a NPV $-196.31 million in loss using 10% require rate of return at 300 units of production sold exclusively to commercial markets. In addition, Lockheed’s Stock Price will benefit by the turnaround of dog capital project in terms of cash flow to a star capital project in terms of increased cash flow providing all other Lockheed capital projects remain stable. A dog in terms of cash flow has both low growth and low market share versus a star that has high cash flow growth and high market share. Part 2: Rationale for Decision As Lockheed is looking to secure the $250 million in federal loan guarantees to complete the L-1011 Tri Star program having already incurred $960 million in sunk preproduction costs and is experiencing cash flow problems. The decision to move forward...
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...Introduction/Motivation 3 Data Analysis and Results 4 Conclusion 8 Appendix 9 References 10 Executive Summary Lockheed’s L-1011 Tri Star Airbus program was a long-term, capital-intensive endeavor projected to strongly position Lockheed to compete in the commercial aircraft market. The initial preproduction investments for the program were made in 1967, with continued investments occurring during the subsequent four years, until the program commenced production in 1972. However, during the intervening period, initial program assumptions began to unravel, and Lockheed, which was also a major contractor to the United States Department of Defense, was before Congress, requesting a $250 million bank loan guarantee to complete the L-1011 program. By 1971, over 80% of Lockheed’s market capitalization had already been lost. During the ensuing debate that followed, it appeared that Lockheed had not taken due diligence in the planning for the project, and that initial unit sales and revenue estimates would fall woefully short of being what Lockheed’s CEO termed as a “commercially viable endeavor”. As the continued difficulties of the program unfolded before the public and the investment community, it became clear that no combination of increased revenues, reduced production costs, or increased market share yielded a realistic scenario by which the L-1011 could create shareholder value. As this case was analyzed, it became apparent that achievement of an accounting break-even...
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...Actual Performances vs Forecast / Benchmark 787- Jumbo The closer approximation to the A380, from either the technical side as well as the type of market served, is the Boeing 747 “Jumbo”. In terms of size the two giants are comparable. Both over 70 meters in length two decks and targeting long distance routes (for both the maximum distance above 8000 nautical miles). Given those similitudes it will be interesting to compare the performances in sales and market penetration. However one caveat would be taking into consideration the different market characteristics of the prosperous markets of 60s and 70s compared to the actual stagnant scenario. Sales We compared the sales of the two models (specifically matching the orders received for the first 11 years). It is clear that in both cases after the initial saturation of the premium market segment, sales are slowing down. However in the subsequent years, new clients and new product configurations increased boosted sales again. The difference comparing the two volumes is pretty considerable (357 of 747 units vs 262 of A380 units). Figure 1 Sales first 11 years comparison Another approach that the industry is taking in consideration for the market success of an aircraft is the sales benchmarked to the first delivery. This different indicator compares the sales performance aligning data of the two airplanes considering as 0 the year of first flight. This info is fundamental because airline companies are often skeptical of...
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...Memorandum for Lockheed’s L1011 Tristar Project Recommendation In 1967, Lockheed Corp., the American aerospace company that monopolized the military market for aircrafts, set out to compete in the commercial sector by replacing the Boeing 747 and the McDonnell Douglas DC-10. Lockheed invested tremendous resources into the Tristar thereby jeopardizing the entire corporation’s well-being on this singular project. Tristar distinguished itself from other aircrafts of its kind thanks to the highly-efficient, formidable Rolls-Royce RB211 engine that the L1011 would need to be constructed. In fact, this very engine, due to Rolls-Royce’s technical difficulties, created diminished sales because of its two year delay in production. My recommendation is that, Lockheed approach their Tristar project more peripherally while still remaining heavily anchored in military production and sales in order to offset cost and diminish the 35 target Tristar airplanes needed to break even. Rationale The reason for Lockheed having this approach is because by doing this Lockheed would be able to decrease the number of planes it would have to sell in order for it to have a positive NPV. Lockheed was put into this position because they started putting out their projections and asking for a loan before they had even secured a deal for their engine from Rolls Royce. Rolls Royce was in such disarray, that they were placed into receivership, and had to be resold to Rolls Royce Ltd. in order...
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...Lockheed Tri Star and Capital Budgeting Andrea Cunha D’ Arruda Financial Decision Making University of California San Diego – Extension Prof. George A. Haloulakos, CFA Executive Summary The commercial jet aircraft business is cyclical, and in need of huge amount of cash to invest and reinvest on its technology. During the 50’s Boeing, Airbus, and Lockheed were in a great competition for market share of the commercial and military aircraft market. This case illustrates the importance of NPV analysis in capital budgeting and the need of identification of competitive advantage with synergy with successful jet aircraft programs with new programs that can generate very large cash flows. The Lockheed TriStar Jet is a medium-to-long range wide-body trijet airliner and was the third to enter commercial operations, after Boeing 747 and DC-10. The program faced various issues during its operation, as the utilization of only one jet engine supplier (Rolls Royce), low estimated required rate of return 10%, and a misjudge of the break-even point of 210 aircrafts, that it is going to be shown on this analyzes that even with 300 aircrafts sold the project do not reach the break-even point. It is recommended by this study that the company need to embrace a business strategy of two end user, instead of only one, to the L1011 program. Concentrating only on the commercial market is not viable, but having the military market as a background of funds and positive cash flow can leverage...
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...Financial Analysis of Qualcomm Incorporated Years: 2009-1011 By: Anne Putnam Heather Coonradt Michael Moratelli Financial Analysis GEB 6930 Dr. Gary Patterson TABLE OF CONTENTS Statement of Cash Flows…………………………………….………………………………………………….………….…..3 Analysis of Statement of Cash Flows………………………………………………………………………………….……4 ROA ratios………………………………………………………………………………………………………..…………………….5 Trade-offs profit margin/asset turnover………………………………………………………………………………….6 ROCE ratios and analysis…..…………………………………………………………………………………………………….7 Consistency/Differences between ROA and ROCE………………………………………………………………….8 Short-term Liquidity (Working Capital Ratios)…………………………………………………………………………9 Z-scores and Bankruptcy Risk……………………………….……………………………………………………………….10 Forecasting ratios/calculations……………………………………………………………………………………………11-12 Forecasted Statement of Cash Flows…………………………………………………………………………………….13 Statement of Cash Flows Break Down………………………………………………………………………………….14 Statement of Cash Flows Analysis………………………………………………………………………………………..15 Free Cash Flows…………………………………………………………………………………………………………………..16 Free Cash Flows Analysis……………………………………………………………………………………………………..17 1C. Analysis of Cash Flow Findings: Qualcomm is a mature company that has operated in the telecommunication industry for over 25 years. The financial information over the three year period that was provided has depicted a healthy company. Qualcomm’s net income has doubled from 2009-2010 and has increased another 30% from...
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...LIST OF BGMEA ASSOCIATE MEMBER 4 Star Trade International (Reg: 323) Rizur Rahman Managing Director 385/1 (6th Floor), East Rampura Rampura, Dhaka-0 Tel: 9340830, 8855811, 0171532301 Email: suman@4starfashions.com 7 Mark (Reg: 799) Dr. Ezazur Rahman Proprietor 7-9, Kawran Bazar, BTMC Bahaban (7th Floor) Kawran Bazar, Dhaka-0 Tel: 8112523, 01711590399 Email: info@7mark.net A & B Apparels (Reg: 58) Anwar Kabir Proprietor House # 26, Road # 3, Block-C, Flat # 4A, Bonasree project Rampura, Dhaka-0 Tel: 7286871 Email: anbapparels@bdonline.com A & S Dot Com (Reg: 1005) Sumon Hamid Proprietor House # B-11 (3rd Floor), Lane-07, New DOHS Mohakhali, Dhaka-1206 Tel: 01819241069, 8411260.61 Email: sumon@aandsdotcom.com A K Tex Trading (Reg: 674) Amal Chandra Datta Proprietor Section 10, Block C, Road # 18, House 01 Mirpur, Dhaka-0 Tel: 01713009108, 01190238186 Email: aktex@pradeshta.net A & C (BD) Ltd. (Reg: 109) Bong IL Kim Managing Director House # 26 (3rd Floor), Block-G, Road # 7 Banani, Dhaka-0 Tel: 8828066, 9892549-50 Email: ancbd@citech-bd.com A & S Sourcing (Reg: 1046) Amirul Absar Proprietor RDR House (5th Floor), Plot 1, Road # 1, Nikunja-2 Khilkhet, Dhaka-1229 Tel: 01711439081, 7912885 Email: contact@assourcingbd.com A & R Apparels International (Reg: 1037) Tultul Chowdhury Managing Partner 6/2, Jawab Street (1st Floor) Wari, Dhaka-1203 Tel: 01833311286, 01671333681 Email: ar.apparelsintl@gmail.com A & Y Services (Reg: 783) Syed Abu Ali Proprietor Niketon Heights, Road...
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...Note:The information contained in the list is derived from e-records available in the MCA portal. If any discrepancy/ deviation is noticed by company/ representative of company, the same may be kindly brought to the notice of ministry for rectification. LIST OF SECTION25 COMPANIES S.No. CIN COMPANY NAME GUJARAT URBAN HOUSING COMPANY K K PATEL FOUNDATION ENAR FOUNDATION RESEARCH CENTRE PARYAVARAN EDUTECH HAZIRA AREA INDUSTRIES ASSOCIATION 1 U99999GJ1966NPL001408 2 U74999GJ1986NPL009017 3 U73100GJ1992NPL017317 4 U80903GJ1993NPL020139 5 U91110GJ1993NPL020141 DATE OF REGISTERED OFFICE ADDRESS INCORPORATION 8/17/1966 BHAILAL AMIN MARG VADODARA Gujarat 390003 9/26/1986 BARODA Gujarat 3/17/1992 GYAN MANDIR NH NO 8DHARAGIRI KABILPORE NAVSARI Gujarat 9/7/1993 CENTRE FOR ENVIRONMENT-EDUCATION NFD CAMPUS THALTEJ TEKRA AHMEDABAD- Gujarat 380054 9/7/1993 801,SURYAKIRAN APARTMENT,NEAR SANT XAVIAR SCHOOL, GHOD DOD ROAD,SURAT SURAT Gujarat 395007 11/24/1993 H.N-1099, GROUND FLOOR SECTOR-27. GANDHINAGAR Gujarat 382027 1/25/1994 AVDESH HOUSE , 3RD FLOOR PRITAM NAGAR , ELLISBRIDGE AHMEDABAD Gujarat 380006 8/2/1994 14-A, PUNIT PARK, SHAHIBAUG AHMEDABAD Gujarat 380004 10/19/1995 512 / 515 G I D CPHASE I NARODA AHMEDABAD Gujarat 382330 1/31/1996 CORE HOUSE OFF C G ROADPARIMAL GARDEN ELLISBRIDGE AHMEDABAD Gujarat 380006 12/9/1996 "PARITOSH" USMANPURA AHMEDABAD Gujarat 380013 6/10/1998 GUJARAT AGRICULTURAL UNIVERSITY CAMPUS ANAND DIST KHEDA Gujarat 4/23/1999 402 SHIKHAR BUILDINGNR MOUNT CARMEL RLY...
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