...Cases in Finance September 26, 2012 Dr. Thomas McCue Case 1: Hampton Machine Tools Evan Cvejkus Hampton Machine Tools is a company that specializes in the production and manufacturing of machine tools. The company has been in existence since 1915 and weathered all economic and internal struggles where most of their competitors met defeat. In order to purchase new equipment, Hampton requires a new loan of $350,000 and also wants to renew their current loan of $1,000,000 that will soon expire. In this case, we must decide whether or not the bank should give Hampton what it needs to succeed. The bank should renew the loan to Hampton Machine Tools as well as giving them the new loan for equipment purchase. The reason for lag in loan payments is due to the fact that Hampton had purchased a larger amount of raw materials than normal in July and August. Also, there was a small halt in production when the company was awaiting a component for one of the electronic control mechanisms. As stated in the case, they had seven machines totaling $1,320,000 completed with the exception of the control mechanism. This was a onetime hiccup by the supplier and Hampton suffered because of it. Hampton is a very transparent company. They offer up any and all financial statements that they have without even being asked. Benjamin Cowins, who is the president of Hampton, is an honest and trusted man. He is known throughout the community for his upstanding character and honesty within the business...
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...December 1978, Hampton Machine Tool took out a $1 million loan from the St. Louis National Bank. On September 14, 1979, the company asked for an extension of the loan to the end of December 1979. Moreover, Hampton has asked for an additional $350,000 loan to be repaid at the same time as the previous loan. Both loans are to be repaid with monthly interest payments at the rate of 1.5%. The underlying problem affecting Hampton Machine Tools is its ability to payback its current loan and the requested one on time. Indeed, according to Exhibit 1, if Hampton carries forward as forecasted, the company will be short $331,500. The company could restructure its loan by paying interests ahead of time. However, while it would lessen the company’s cash shortage, Hampton would still have a negative balance by December. The issue is that the company should be able to repay the debt in January. Thus, the company should have asked for an extension up to January instead of December: the company neglected its selling terms of 30 days. While it would be wise for Mr.Eckwood to reject the proposal because his main concern should be the borrower’s repayment of the loan, which Hampton Machine Tool is unable to do on time, I would advise him to modify the terms of the loan. Indeed, Mr. Eckwood should renegotiate the terms of the loan in order to allow Hampton to extend its payment for one month. However, the modification should not come for free: if I were Mr. Eckwood, I would penalize Hampton Machine Tool...
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...Introduction Hampton Machine Tool Company, a machine tool manufacturer, was founded in 1915. Hampton's customer base is made up primarily of military aircraft manufactures and automobile manufacturers in the St. Louis area. Hampton felt the boom in the 1960 with record setting profits in the mid to late 1960. Hampton slowed down in the 1970s with the withdrawal from Vietnam War and the oil embargo. Hampton stabilized by the late 1970s and now has a larger market share, as other competitors were unable to make it through those tough times. Hampton’s conservative financial policy helped the firm to weather the business cyclical fluctuation in capital goods industry, and had no debts on its balance sheet during ten years prior to 1978. Traditionally, the company had kept its cash balances at St. Louis National Bank. President of Hampton is Mr. Benjamin G. Cowins. He is 58 years old, widely respected, energetic, successful and was a successor to his father in law. Problem It is now September 14, 1979; President of Hampton Mr. Benjamin G. Cowins has asked Mr. Eckwood for an extension to the end December 1979 on the $1 million loan they took out from the St. Louis National Bank at the end of December 1978. The loan was originally taken out on the terms of monthly interest payment at a rate of 1.5% with the principle to be paid back at the end of September 1979. Hampton also has asked for an additional $350,000 loan to also be repaid at the end of December 1979 with interest payments...
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...Hampton Machine Tool Company On September 14, 1979, Mr. Jerry Eckwood, vice president of the St. Louis National Bank was considering a loan request from a customer located in a nearby city. The company, Hampton Machine Too] Company, had requested renewal of an existing $1 million loan originally due to be repaid on September 30. In addition to the renewal of the existin- loan, Hampton was asking for an additional loan of $350,000 for planned equipment purchases in October. Under the terms of the company's request, both loans, totaling $1.35 million, would be repayable at the end of 1979. Since its establishment in 1915, Hampton Machine Tool Company had successfully weathered the severe cyclical fluctuations characteristic of the macl-tine tool manufacturing business. In the most recent cvcle, Hampton had experienced record production and profitability during the niid- and late 1960s. Because Hampton's major customers included the aircraft manufacturers and automobile manufacturers in the St. Louis area, the company's success in the 1960s reflected a strong automobile market and the heavy defense spending associated with the Vietnam War. Hampton rode the 1960s boom into the early 1970s. Hampton, along with the rest of the capital goods industry, experienced a severe decline in sales and profitability in the rriid-1970s. Precipitous declines in the production of automobiles in St. Louis facilities reflected the Arab oil embargo, subsequent increases in the price of...
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...Student ID#: 285 Firm: Hampton Machine Tool Company Nature of business: Machine Tool Manufacturing Overview Hampton Machine Tool Company was founded in 1915 and experienced record production and profitability throughout the years despite hard economic times for the machine manufacturing business. Sales declined throughout the mid 1970’s from the post Vietnam War demand, the declining automobile industry in St. Louis, and the gas embargo of the early 1970’s. Hampton did eventually recover due to an increase in military sales, the automobile industry rising, an overall improvement in the economy. Hampton is looking to take out a line of credit of $1,000,000 and an additional loan of $350,000 to purchase equipment, and an extend payment an additional three months to December 1979. Suppliers have hampered Hampton’s sales with late deliveries of machine parts. Because of this, Hampton is unable to pay its loan on time, which is due in September. Marketing Hampton Machine has bolstered its sales but is, unfortunately, not able to keep up with demand. This can be attributed once again to supply chain problems. The company currently has unfilled orders of $16,500,000 as of August 31. This accounts for 90% of its forecasted sales and the company is in desperate need to fill these orders by December so as to avoid disappointing its customers or sending a signal to the market that the company has severe management problems. Operations This company could possibly have...
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...maintained a strong working capital position as a buffer against economic uncertainty. In December,1978, Hampton requested a $1 million loan from the St. Louis National Bank. The loan’s terms were a monthly interest payment at a rate of 1.5%, with the principal to be paid back at the end of September, 1979. Now (September of 1979), Benjamin G. Cowins, president of Hampton, has asked to renew the initial loan until end of 1979, and, has requested an additional loan of $350,000 with promise of repayment at the end of December, 1979 with an interest rate of 1.5% per month. This additional loan is required for an update of their machinery which hasn’t been done since the economy went into a recession in the early 1970s. For the last several months, Hampton’s shipment schedule has been upset because they have had to wait for parts from their suppliers. On August 31, the accumulation of seven machines cost about $1,320,000, in addition to the installation cost for these parts. They received the parts last week, and will be able to complete a number of machines within next few weeks. The reduction in work in progress of about $1,320,000 is due to not receiving the electronic control mechanisms on time. However, the remainder of their work in progress inventories will probably remain steady for the foreseeable future because of their capacity rate of production. In July and August, Hampton bought raw materials beyond their immediate needs to be assured of completing their order schedule to...
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...# &! %& ,803,88430907$9 4:8 ,943, ,384:/,..059,25943 8.70/9706:0898 47349 0,8,8 /,7 0,489, #,1,0 /6:, #43,3 ,, ,7,30 #05,3 #43,/ #01:074 #433, , %:,43 789,3 ,25943 ,.30%44 425,3 ,25943,8,80/147,5,2039090384343902434,3/:0,99003/41 $05902-07 ,3/,3,//943, 94:8,3/4,3147.,59,0503/9:708 $4:/$9 4:8 ,943,,3,..059,25943 8706:089847349 8941 -98 -9 ,8 -:/09 843 90 0110.98 41 0903843 41 90 43 /0-9 ,3/ 7,39341 4,3 5,,-0430.02-07 -9 ,8 -:/09 843 90 0110.98 41 0903843 41 90 43 /0-9 ,3/ 7,393 41 4,3 9 39070898 43 -49 /0-98 5,,-0 3 :25 8:2 43 0.02-07 -9 ,8 -:/09 843 90 0110.98 41 700.943 41 90 0903843 41 43 /0-9 ,3/7,39341 4,3 5,,-0430.02-07 430.02-07 ,3/700.94341 4,3 -9,8-:/09843900110.984109038434190 43/0-9 5,,-0 -9 ,8 -:/09 843 90 0110.98 41 0903843 41 90 43 /0-9 5,,-0430.02-07 ,3/700.94341 4,3 ,.9:,8,080889,3 1470.,890/8,08 -9 ,8-:/09843900110...
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...Hampton Machine Tool Company, a profitable machine tool manufacturer, is trying to renew a 1 million dollar loan due September 30, 1979 until December 31, 1979. Through examination of the case, it is clear that Hampton will be unable to repay the loan; however, at first glance Hampton seems to be a profitable company that would be able to pain the loan on time and would not need more bank financing. Unfortunately, that is not the case. Hampton, by making a stock repurchase for which the loan was taken, forced a major cash expenditure onto the company a year prior- costing Hampton almost a 3 million dollar loss forcing Hampton to push back the date on the loan. Since a whole year went by with less cash on hand, it was nearly impossible for Hampton to be able to pay its loan on time. For example, in the period between November 1978 and August 1979, stock repurchase represented 58% of total expenditures for that period, while inventory purchases represented 42% of total expenditures. Furthermore, Hampton needs more bank financing ($350,00) because they had not been in contact with new equipment since the recession hit; it is important to the success of a company to be up to date on the newest equipment, especially dealing such important equipment. Moreover, Hampton needs more bank financing because of the vast amount of backorders and lack of current cash. Hampton claims the request is vital because it will improve the operational efficiency of the company, but cannot afford the...
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...HAMPTON MACHINE TOOL COMPANY On September 14, 2007, Jerry Eckwood, vice president of the Wellington National Bank was considering a loan request from a customer also located in Wellington, New Zealand. The company, Hampton Machine Tool Company, had requested renewal of an existing $1 million loan originally to be repaid September 30, 2007. In addition to the renewal of the existing loan, Hampton was asking for an additional load of $350,000 for planned equipment purchases in October. Under the terms of the company’s request, both loans, totaling $1.35 million would be repayable at the end of 2007. Since its establishment in 1915, Hampton Machine Tool Company has successfully weathered the server cyclical fluctuations that characterize the machine tool manufacturing business. In the most recent cycle Hampton had experience record production and profitability during the past decade – primarily due to export sales to Australia. While the economy in Australia continues to boom, the increasing value of the New Zealand dollar was significantly eroding the firm’s ability to export. Hampton’s conservative financial policies had contributed to its survival and success in the volatile capital goods industry. The company had traditionally maintained a strong working capital position as a buffer against economic uncertainty. As a result, the company had no debt on its balance sheet during the 10 years prior to December of 2006. In a meeting in early December 2006, Benjamin...
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...On September 12, 1979, Hampton Machine Tool Company (HMTC) requested from St. Louis National Bank a renewal to their loan of $1,000,000 due to be repaid on September 30, 1979 and also to be given an additional loan of $350,000 for new equipment purchases in October 1979. Both loans were to be repaid on December 31, 1979. Hampton M.T. Company wrote a letter to the St. Louis National Bank stating the reasons for the extension of the loan and the need of the additional loan, and giving the current and the predicted future financial position of the company. In order to decide whether to approve the loan extension and the additional new loan, it is most wise to examine the financial position of the company for the following months to come and calculate the forecasted Income Statement and Cash Flow Analysis to find out if the company will have the required cash flows to repay their loan and interest on time. It is important, however, to first examine why HMTC was unable to repay its initial loan. Hampton Machine Tool Company was unable to repay its loan on time due to several factors. One of such factors is the fact that the stock repurchase, for which the loan was initially requested, was a major cash disbursement of $3 million. In the period between November 1978 and August 1979, stock repurchase represented 58% of total expenditures for that period, while inventory purchases represented 42% of total expenditures. They also had a difficult time repaying because of the steep decline...
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...choice. However, students experiencing problems in obtaining books independently can contact us to make a purchase using LCM’s account with Amazon. Question The marketing mix is a combination of marketing tools that are used to satisfy customers and company objectives. Mainly there are four elements: product, price, place and promotion. However, for service organisations, the extended marketing mix (7 Ps) are used including additional three elements; process, people and physical evidence. These elements are the basic, tactical components of a marketing plan that marketing managers can control. Examine the marketing mix of an organisation of your choice. Answer 1. Introduction Hampton inn and suites is a hotel chain which is a part of Hilton Hotels. Most Hampton hotels are independently owned and operated by franchisees, though a few are owned and/or managed by the Hilton Hotels Corporation. This hotel chain is a proud owner of more than 1700 hotels in the US, UK, Canada and Mexico. It is a part of a Hilton honours loyalty programme and caters to different customer segments such as business travellers, school teams, leisure travellers etc. The extended marketing mix of Hampton Inn is examined below: 2. Marketing mix Product Hampton offers accommodation facilities. It provides a variety of complimentary services such as hot breakfast, Wi-Fi facilities, free parking at some hotels, bathroom amenities, free local calls, free in-room movie channels...
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...Strayer University Marketing Management Professor Caitlyn Worner 6/1/14 7 Cities Do It Yourself Auto Repair The concept of 7 Cities Do It Yourself Garage did not derive from the passion of an individual repairing their own automobiles, it derived from finding a money saving solution to small auto repairs. Many people do not change their own oil, which is a very inexpensive preventive maintenance cost. Once you get the feel for doing your own oil changes, it will lead to you learning more about vehicle repairs and the amount of money saved in the process. This knowledge will come in handy especially during difficult economic down times, like the economy in 2008. As you learn more about at home car repairs, some required tools and equipment are not available for use in the driveway or garage. Researching a few backyard mechanics you will find the same problems. In addition, many people that rent homes and apartments are not allowed to work on automobiles on the premise, of the rental property; in the city of Norfolk it is illegal and by owner discretion in others. Roderick Williams has been a vendor at a local flea market for over 10 years and through his consumer connections, he was often asked does he know of someone that can fix this or repair that. Another vendor sells stereo equipment, but there is no one to install the equipment, especially on rainy days or inclement weather. This has the potential to be a business. There is a need and want for a facility...
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...Oakland, CA 94601 IS535 - Managerial Applications of Information Technology Milestone 1 Refocusing Mission Tool & Mfg., Co. Dale Reynolds DeVry University Refocusing Mission Tool & Mfg., Co. 1. The Subject Mission Tool & Mfg., Co. (MTM) has an internal problem which I believe could be resolved by a propose solution. MTM can benefit with this proposition, as well as resolve its many financial issues that it’s facing with the bad economy and still trying to compete in the manufacturing business without spending an arm and a leg. MTM has an overall IT costs that are too high to be spent on while trying to gain profit and stay in the manufacturing competition. With this proposition MTM could also make employees work more users friendly and the company can gain independency by not being dependent to local company’s network. With this MTM can be more efficient by getting rid of all the paper work that is cluttering and hard to organize to be found by any employee or personnel that needs documents. 2. Company Background Mission Tool & Mfg., Co. Mission Tool is a business specializing in precision stamped and machined components. They have capabilities to suit every need, ranging from those of a start-up company through to the demands of a thriving corporation. The plant is located in Hayward, CA and is based on nearly 40 years of experience, Mission Tool utilizes the talents of a dedicated staff coupled with the latest in high-technology machining, stamping and...
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...Executive Summary Black & Decker had always been a market leader in the power tools industry. Many changes took place that helped out in the company in the short run, but hurt in the long run. In 2000 Black and Decker Corporation was still reeling from the financial and strategic problems stemming from the company's acquisition of Emhart Corporation in 1989. In late 1998 Black & Decker management celebrated the completion of an almost decade-long effort to divest nonstrategic business gained through its 1989 acquisition of Emhart Corporation and expected the company to enter a long-awaited period of growth as its entire management refocused its attention on its core power tools, plumbing, and security hardware business. Archibald believed that "This portfolio restructuring will allow us to focus on core operations that can deliver dependable and superior operating and financial results." However the portfolio restructuring did little to improve the market performance of the company's securities. Yet Archibald and the management continued to express confidence that the company's streamline portfolio would allow Black & Decker to achieve revenue and earnings growth that the market would find impressive. So far the 1998 divestitures have not produced steady increases in the company's stock price, but look promising for the future due to the efforts to refocus efforts on the successful power tools line. Strategic planning team evaluation Over the years, Black & Decker...
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...To: Chad Thomas Founder Chad's Creative Concepts From: Subject: Chad's Creative Concepts Date: Jan. 07, 2015 Chad's Creative Concepts is a small custom furniture manufacturing company that has earned a reputation for innovative designs and excellent quality by focusing production on specialty designed furniture. Chad's Creative Concepts has grown substantially and has caused significant problems between standardized furniture and specialty designed furniture production. The problems concern external operations and internal operations of manufacturing. Chad's Creative Concepts has to set priorities to schedule different orders. Orders for low running and high running furniture pieces are being accepted because sales have increased. Chad's Creative Concepts has not increased the amount of equipment or capacity needed to handle the business growth. Low running and high running furniture pieces are now competing for the same manufacturing capacity. Chad's Creative Concepts has to emphasize the importance of on time delivery and manufacturing costs. Low running furniture pieces and high running furniture piece have a different set of priorities. Sales and marketing have not considered the conflict between dedicating equipment to standardized pieces and specialty equipment for custom pieces. Producing standard furniture pieces has created significant growth for the company. The growth has also caused the cost of inventory and operational costs to increase...
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