...* ------------------------------------------------- Reliance growth fund is an open ended equity growth scheme. The growth fund invests in stocks. * ------------------------------------------------- The fund benchmarks the BSE 100 index. * ------------------------------------------------- The investment objective of the scheme is to achieve long-term growth by investing in equity and securities. * ------------------------------------------------- Annual equity returns after inflation during the 29th century (1925 ~ 2001) Australia 0.98%, UK 5.01%. * ------------------------------------------------- The world average for the period 1949-1999 is 8.53% * ------------------------------------------------- The return & risk in emerging markets (Argentina, Brazil, India) are higher in comparison to Developed Markets (Australia, Canada, Germany etc) ------------------------------------------------- The aimed to restrict our study to analyze:- ------------------------------------------------- Q1. Calculate mean returns and standard deviation for each stock in the Reliance Growth Fund. ------------------------------------------------- Q2. Construct a 2 stock portfolio consisting of Reliance Communication and JSW. Estimate mean returns and standard deviation assuming equal investment. What composition of the two stocks has the least risk? ------------------------------------------------- Q3. Repeat analysis for a portfolio consisting of Reliance Communication...
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...duties of corporate directors are to manage company affairs, holding the board of directors meeting, and selecting the managing director or CEO to operate the company. Yet, in real world, the directors will abuse their power to exclude minority of directors, or make selfish decision with their own sakes of interests in the expense of company interests. For example, managing directors will maximize their director fees without the paying of dividends, or excluding the minority of directors by voting. Because of that, the legal system allows shareholders to take “derivative actions” to balance the power of directors. Derivative actions are the effective tools to solve this problem. However, it is not well proven in the real world. The purpose of protection and effect on company of derivative actions in practice will be discussed. Derivative Actions There are two types of derivative actions, common law derivative actions and statutory ones. For common law derivative action, it is taken based on case laws such as Foss and Harbottle case. In this case, two shareholders, Richard Foss and Edward Starkie Turton claimed the board of directors decided to misuse the land in Manchester of company which made company wasted many on the mortgage. Then, they sued the five directors because of their misbehavior, on behalf of company to claim the remedy. Finally, the case is dismissed. Thus, there are proper plaintiff rules and majority rules applied before common law derivative actions. In...
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...MBA Program Course: Financial Analysis and Decision Making MBA730 Instructor: Marlena L. Akhbari Wright State University Finance and Financial Services McGraw-Hill/Irwin =>? McGraw−Hill Primis ISBN: 0−390−42334−3 Text: Case Studies in Finance: Managing for Corporate Value Creation, 4/e Bruner This book was printed on recycled paper. MBA Program http://www.mhhe.com/primis/online/ Copyright ©2003 by The McGraw−Hill Companies, Inc. All rights reserved. Printed in the United States of America. Except as permitted under the United States Copyright Act of 1976, 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 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 MBAP ISBN: 0−390−42334−3 MBA Program Contents Bruner • Case Studies in Finance: Managing for Corporate Value Creation, 4/e II. Financial Analysis and Forecasting 1 1 6 16 16 39 52 52 60 66 66 84 100 100 6. The Financial Detective, 1996 11. ServerVault: ‘‘Reliable, Secure, and Wicked Fast’’ III. Estimating the Cost of Capital 12. ‘‘Best Practices’’ in Estimating the Cost of Capital: Survey and Synthesis 15. Teletech Corporation, 1996 IV. Capital Budgeting and Resource Allocation 19. Diamond...
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...Executive Summary Non-Bank Financial Institutions (NBFIs) play a significant role in meeting the diverse financial need of various sectors of an economy and thus contribute to the economic development of the country as well as to the deepening of the country’s financial system. According to Goldsmith (1969), financial development in a country starts with the development of banking institutions. As the development process proceeds, NBFIs become prominent alongside the banking sector. The major business of most NBFIs in Bangladesh is leasing, though some are also diversifying into other lines of business like term lending, housing finance, merchant banking, equity financing, venture capital financing etc. Lease financing, term lending and housing finance constituted 94 percent of the total financing activities of all NBFIs up to June 2006. Industrial Promotion and Development Company (IPDC) was the first private sector NBFI in Bangladesh, which started its operation in 1981. Since then the number has been increasing and in December 2006 it reached 29. Of these, one is government owned, 15 are local (private) and the other 13 are established under joint venture with foreign participation. Leasing in Bangladesh, like in many of its peer countries, owes its origin to the efforts of the International Finance Corporation (IFC), Washington. At the instance of IFC, the first leasing company in Bangladesh, Industrial Development Leasing Company of Bangladesh Ltd. (IDLC) was set...
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...Case Study on New Position: Operations Manager Parit Agrawal International American University MGT 510 Human Resource Management Louis Lopez & Rajiv Sharma January 12, 2015 Introduction The case is about an employee who has recently joined a job as the assistant manager in the marketing department of a company which specializes in providing marketing support for other companies. His working team comprises of 10 individuals who mainly work on site with the customers to provide better support and have a better understanding of their customers. Designing long-term strategies, managing the unit and growing the prospective is the main aim as the assistant manager, but he/she hasn’t been able to fully concentrate on these tasks as much of his/her time is spent on financial activities and other tasks which don’t fall into his working requirements. Review/Analysis of Case Analysis The requirement of an assistant manager in a marketing department is to manage the workforce and help form strategies and creative marketing plans for its clients. In the case the assistant manager hasn’t been able to take care of his/her core functions because he/she has been busy tracking the financial aspect of the employees along with the activity related to making travel arrangement and hotel reservation. Since he/she hasn’t been able to fulfill the core requirements, the manager has allowed him/her to open a new position in the department which will assist in the proper functioning of...
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...falls under Juice Ltd’s target market. In order to broaden the domain of its business the proposal was put forward by Chen who is a non executive director of the company though all the board members were suppose to be present in the board meeting else one of the non executive director could non- attend the meeting as on the same day and time she met with an accident and broke her arms and unable to receive treatment from the emergency department of the local hospital. The company managing director Uma was authorized the chairman Jack to acquisition within 10 minutes. Though the company’s chief financial officers Isaacs financial report was presented on the impact of the acquisition but unfortunately he was forbidden to participate in the board meeting and gain or deliver any views in regards to the business proposals. Though it was decided in the meeting to approve the acquisition and signing up of the contract by Uma to look took over the business on behalf of Juice’s lacking was detected in wrong financial analysis of $48 million purchase price which was an improper and over channelization of company’s fund. Moreover it was also revealed that the board of directors was not aware of the fact that most of the shares newly taken over the company FJC Pty Ltd were owned by Chen’s family company. $48 million...
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...Institute of Management Technology, Nagpur PGDM 20010-12 International Financial Management Session 4& 5 / Class discussion / 6th & 10thJuly ‘11 All IFM students of PGDM are required to come prepared for a class discussion and participation exercise planned for the week as below: 6th Jul ’11 - Session 4 We conclude the previous topic Globalization & Multinational Business Finance including the Discussion Note: Managing for Value - Yahoo’s Decision to Expand internationally / Finance function in a global corporation; Case study: Ranger Supply Company; and start with, Topic 2 International Financial System, BoP and Foreign Exchange Markets- Government Policies Managing for Value: Impact of Trade Policies on Firm; and How Yahoo!is exposed to Exchange Rate Systems and Intervention. Case study: MapleLeaf Paper Co., Self-evaluation Exercises: Applications: Point Counter-point; Blades Inc. Case; and Small Business Dilemma Readings: Topic 2 & 6 from Jeff Madura; & Topic 2 from Readings in IFM Handout) 10th Jul ‘11 – Session 5 We conclude Topic 2A International Financial System & Government policies; and introduce: Topic 3 International Financial Markets: Foreign Exchange Markets. Discussion Note 1: Managing for value – Intel’s currency trading; 2. Foreign Exchange Markets - Don’t Blame Speculators for Falling Currencies!? Self-assessment: Blades Inc.& Small Business Dilemma. Readings: Topic 3 from Jeff Madura; & Topic 3 from Readings in IFM Handout) ...
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...General Example for Case Analysis General Environment Each of the following model elements addresses the industry first. First, a profound statement is made, about the element, and evidence is presented that supports that statement. Second, a statement is made and justified, which positions the firm, relative to the competition, within the industry. Third, position the firm of interest, compared to the competition. Summary Industry: "The general environment is favorable/unfavorable to the ______ industry." Give the specific locations of opportunities and threats that will appear. Firm Position:"The general environment is favorable/unfavorable to _______." ============================================================ Porter’s 5 Forces Model Each of the following model elements addresses the industry first. . First, a profound statement is made, about the element, and evidence is presented that supports that statement. Second, a statement is made and justified, which positions the firm, relative to the competition, within the industry. Bargaining Power of Suppliers Industry: "Bargaining Power of Suppliers is high/low/moderate, for the _______ industry." Give supporting evidence, from the case. Firm Position:"Bargaining Power of Suppliers is high/low/moderate for __________." Give supporting evidence, from the case. Bargaining Power of Customers Industry: "Bargaining Power of Customers is high/low/moderate, for the _______...
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...MBA Program Course: Financial Analysis and Decision Making MBA730 Instructor: Marlena L. Akhbari Wright State University Finance and Financial Services McGraw-Hill/Irwin =>? McGraw−Hill Primis ISBN: 0−390−42334−3 Text: Case Studies in Finance: Managing for Corporate Value Creation, 4/e Bruner This book was printed on recycled paper. MBA Program http://www.mhhe.com/primis/online/ Copyright ©2003 by The McGraw−Hill Companies, Inc. All rights reserved. Printed in the United States of America. Except as permitted under the United States Copyright Act of 1976, 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 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 MBAP ISBN: 0−390−42334−3 MBA Program Contents Bruner • Case Studies in Finance: Managing for Corporate Value Creation, 4/e II. Financial Analysis and Forecasting 1 1 6 16 16 39 52 52 60 66 66 84 100 100 6. The Financial Detective, 1996 11. ServerVault: ‘‘Reliable, Secure, and Wicked Fast’’ III. Estimating the Cost of Capital 12. ‘‘Best Practices’’ in Estimating the Cost of Capital: Survey and Synthesis 15. Teletech Corporation, 1996 IV. Capital Budgeting and Resource Allocation 19. Diamond...
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...L&T MEP 5 Module: International Financial Management - I Faculty: Samir K Barua No. of Sessions: 12 (6 in April and 6 in May, 2014) Textbook: International Financial Management by Cheol S Eun and Bruce G Resnick (4th Edition) Cases: 1. MG Refining & Marketing, Inc. (A) 2. Westwood Plastics Inc. In addition, end of the chapter exercises would be used in the class to clarify and demonstrate use of the underlying concepts. Session 1&2 - Friday, April 11, 2014 The issues covered in the sessions would include implications of globalization of business; theory of comparative advantage; basics of balance of payments; quotation of exchange rates; spot, forward, futures and options markets in currencies; interest rate parity; purchasing power parity; Fisher open condition; managing transaction exposure. Read: Chapters 1, 3, 5, 6 and 7 Session 3 - Saturday, April 12, 2014 Read: Chapters 1, 3, 5, 6 and 7 Prepare: Case 1 - MG Refining & Marketing, Inc. (A) Session 4 - Saturday, April 12, 2014 The issues covered in the sessions would include managing transaction exposure; managing economic exposure; managing translation exposure; interest rate and currency swaps; raising resources from global bond securities markets. Read: Chapters 2, 4, 8, 9, 10 Session 5&6 - Saturday, April 12, 2014 Read: Chapters 2, 4, 8, 9, 10 Prepare: Case 2 - Westwood Plastics Inc. Positioning of the Module: This module has direct...
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...Course Outline School: Department: Course Title: Course Code: Course Hours/Credits: Prerequisites: Co-requisites: Eligible for Prior Learning, Assessment and Recognition: Originated by: Creation Date: Revised by: Revision Date: Current Semester: Approved by: Business Graduate Studies Accounting for Managerial Decision Making ACCT 701 56 N/A N/A Yes Basil Chan, John Harris Summer 2013 Geoffrey Prince Summer 2014 Winter 2015 Chairperson/Dean Students are expected to review and understand all areas of the course outline. Retain this course outline for future transfer credit applications. A fee may be charged for additional copies. This course outline is available in alternative formats upon request. ACCT 701 CENTENNIAL COLLEGE Accounting for Managerial Decision Making Course Description This course will introduce the student to the principles of management accounting. Topics include costvolume-profit relationships, relevant costing, performance measurement, and the application of management accounting concepts and techniques to support business decision making. Program Outcomes Successful completion of this and other courses in the program culminates in the achievement of the Vocational Learning Outcomes (program outcomes) set by the Ministry of Training, Colleges and Universities in the Program Standard. The VLOs express the learning a student must reliably demonstrate before graduation. To ensure a meaningful learning experience and to better understand...
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...Financial Instruments in Cohesion Policy 2014-2020 COHESION POLICY 2014-2020 The European Commission adopted legislative proposals for cohesion policy for 2014-2020 in October 2011 This factsheet is one in a series highlighting key elements of the future approach Table of contents What is the aim? What is proposed? What has changed from 2007-2013? What are the practical effects? Cohesion Policy Financial instruments represent a resource-efficient way of deploying cohesion policy resources in pursuit of the Europe 2020 Strategy objectives. Targeting projects with potential economic viability, financial instruments provide support for investments by way of loans, guarantees, equity and other risk-bearing mechanisms including policy-based guarantees for the European Social Fund (ESF), possibly combined with interest rate subsidies or guarantee fee subsidies within the same operation. Besides the obvious advantages of recycling funds over the long term, financial instruments help to mobilise additional public or private co-investments in order to address market failures in line with Europe 2020 and cohesion policy priorities. Their delivery structures entail additional expertise and know-how, which helps to increase the efficiency and effectiveness of public resource allocation. Moreover, these instruments provide a variety of incentives to better performance, including greater financial discipline at the level of supported projects. Financial instruments have been...
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...BANGALORE MANAGEMENT ACADEMY MBA (International) COURSE CURRICULLUM - TERM II 1. Module Title: Production and Operations Management 2. Module Description: The module employs a systems approach to examine the production and information systems of organisations, with a focus on the integration of transformation activities of firms to produce goods and services and the information systems that link these processes. Throughout the module the use of information technology to carry out these functions and improve operations will be emphasised. This module is also intended to be a survey of the operating practices and procedures found in both manufacturing and service delivery firms. It will focus on those business processes and procedures used to transform various inputs into finished goods and services. The value added aspects of Operations Management such as purchasing, material requirements planning, inventory control and project management are also covered. 3. Learning Outcomes: Upon successful completion of the module the students will be able to: describe how organisations can reduce waste and improve quality. explain the impact and importance of the customer-supplier-competitor relationship within business operations. apply quantitative tools and techniques for planning, predicting, measuring and monitoring operations. base strategic decisions on information derived from these tools and techniques. understand the relationship between operations...
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...COURSE AND SUBJECT GUIDE POSTGRADUATE MANAGEMENT PROGRAMS 2010 The information contained in this Course and Subject Guide: • • is current only at the date it is published and Melbourne Business School is under no obligation to update the information or correct any inaccuracy which may become apparent at a later date; and is not intended to provide or make recommendation on which you should rely. Melbourne Business School reserves the right to change course content, lecturers, course time, examination procedures and other course details. To the extent permitted by law, Melbourne Business School specifically excludes any liability for any error or inaccuracy in, or omissions from, the information in this Guide and any loss or damage which you or any person may suffer. Last updated: 12 March 2010 1 2 MELBOURNE BUSINESS SCHOOL 2010 ACADEMIC CALENDAR ___________________________________________________________________ TERM 1 Thursday Monday Tuesday 14 January 18 January 26 January Orientation Evening – Weekend Mode and Standard Part Time World of Management Weekend Mode and Part Time (until Friday 22 January) Australia Day Academic School Holiday Carlton Campus on Sunday operations Monday Thursday Friday Monday Thursday Friday Friday Thursday Friday Sunday 9 February 18 February 26 February 8 March 18 March 19 March 2 April 15 April 16 April 25 April Commencement Term 1 Teaching (standard 12-week format subjects) Weekend Mode – Module 1a (until...
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...Written Exam: 70 Internal Assessment: 30 Time: 3 Hours Project Economics and Management Paper Code: 3.1 Unit-1 Concepts of projects; project identification; formulation, analysis, risk, planning, design, report and appraisal; location of an enterprise; factory design and layout. Unit-II Understanding financial analysis; ratio analysis; fund flow analysis; breakeven analysis; social cost-benefit analysis; budgeting and planning process. Unit-III Sources of development finance; institutional finance to entrepreneurs; working capital management; incentives and subsidies; policies governing entrepreneurship; role of a consultancy organization. Unit-IV A review of project performance; post evaluation approach; community participation in projects; SWOT analysis; managing risk and exposure. Suggested Readings: 1. 2. 3. 4. Note: 1. 2. Four case studies will be discussed in a paper by the concerned teacher in the class. Instructions for External Examiner: The question paper will have two sections. Section ‘A’ shall comprise eight questions (two questions from each unit). The candidates will be required to attempt four questions (selecting one question from each unit). Section ‘B’ will contain one CASE STUDY which will be compulsory. All five questions will carry equal marks. Chandra, P., Project Planning Analysis, Selection, Implementation and Review, Tata McGraw Hill, New Delhi. Hedemey, J.W., Control and Management of Capital Projects, John Wiley, New York. Wysocki, R.K., R. Bick and D...
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