...Rivalry between two gangs got out of hand and violent quick. The two gangs were seen at 7pm yesterday fighting at a vacant lot. Both groups took injuries in the course of this fight. The brawl ceased when one gang started to flee. Clearly overjoyed at their victory, the rival gang started to cheer and jeer at the other gang's escaping members. Why were they fighting? A witness has said ,"The Socs (escaping gang) have always had bad blood with the greasers (victorious gang)." Another witness has recounted a slightly different version saying ,"The Socs were being chased and terrified by the hoods (aka greasers)." Both have confirmed that it was a case of social conflict between the upper and lower class. From our vintage point, it seemed that...
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...Foundations and Trends R in Finance Vol. 3, No. 1 (2008) 1–93 c 2009 C. Parsons and S. Titman DOI: 10.1561/0500000018 Empirical Capital Structure: A Review Christopher Parsons1 and Sheridan Titman2 1 2 University of North Carolina at Chapel Hill, USA, Chris Parsons@kenan-flagler.unc.edu University of Texas at Austin, USA, Sheridan.Titman@mccombs.utexas.edu Abstract This survey provides a synthesis of the empirical capital structure literature. Our synthesis is divided into three parts. The first part examines the evidence that relates to the cross-sectional determinants of capital structure. This literature identifies and discusses the characteristics of firms that tend to be associated with different debt ratios. In the second part, we review the literature that examines changes in capital structure. The papers in this literature explore factors that move firms away from their target capital structures as well as the extent to which future financing choices move firms back toward their targets. Finally, we complete our review with a set of studies that explore the consequences of leverage, rather than its determinants. These studies are concerned with feedback from financing to real decisions. For example, we explore how a firm’s financing choices influences its incentive to invest in its workers, price its products, form relationships with suppliers, or compete aggressively with competitors. 1 Introduction Corporations fund their operations by raising capital from a...
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...The Buyout of AMC Entertainment Private Equity & Leveraged Buyout November 30, 2009 FI 8320 – Corporate Finance Strategy Kevin Mullally Aaron Nowak Regina Ordonez Joel Pierce Jeff Smith The Buyout of AMC Entertainment Table of Contents Executive Summary....................................................................................................................................... 1 The Market for LBOs ..................................................................................................................................... 2 LBOs in the Movie Industry ........................................................................................................................... 3 JPMP and AMCE ............................................................................................................................................ 3 Transaction Risks........................................................................................................................................... 4 The Buyout Proposal ..................................................................................................................................... 4 Conclusion ..................................................................................................................................................... 5 Appendix A: Top 10 US. Theater Circuits (as of June 1st, 2004) .................................................................... 6 Appendix B: Industry...
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...UVA-F-1508 Rev. Oct. 5, 2009 THE BUYOUT OF AMC ENTERTAINMENT In July 2004, Sean Penmeyer, a principal at J.P. Morgan Partners (JPMP, the private equity arm of JPMorgan Chase & Co.), was in the midst of formulating the final terms of a public-to-private buyout proposal for AMC Entertainment Inc. (AMCE). Always alert for new investment opportunities, JPMP had invested in the theater industry before and had started a process earlier that year to learn more about the current state of the market. The interest was prompted by a gradual recovery in theater attendance since the recession and post–September 11 downturn. Big hits in 2002 and 2003 such as Spiderman, Finding Nemo, Lord of the Rings, and Matrix Reloaded had brought crowds back to the theaters and increased merger and buyout activity in the sector. Through various industry sources, Penmeyer had learned that AMCE might be looking for potential investors. On April 30, 2004, a senior partner at JPMP telephoned Peter Brown, chairman, president, and chief executive officer of AMCE, to gauge his interest in further discussions with JPMP. Earlier in the year, AMCE’s board had explored several opportunities to create value for shareholders. Those included acquisitions, strategic combinations with other theater companies, and a possible recapitalization of the company to simplify its capital structure. Several past investments, including a $250 million equity infusion by Apollo Management, L.P., in 2001, had left...
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...structure. The identification of same is vital as the decision making atmosphere will depend on the type of structure the firm functions in. However it is noted that a firm may not necessarily fall into a particular type of market, but may possess basic characteristics, which can be extracted to determine its market structure. In this context we will be exploring the four main categories of market structures in the economy namely; a) Monopoly b) Perfect Competition c) Oligopoly d) Monopolistic competition a) Monopoly In the event only one firm produces goods and services in a particular market, then it is said to have a monopoly in the market. Similarly if a company enjoys tremendous turnover compared to its smaller rivals, who have little or no influence on the dominating firm in reality would fall under the monopoly market structure. Key assumptions are as follows: • Only a single or dominating producer • Virtually no close substitutes • Barriers to entry • Since it is...
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...JARAF The Journal of applied research in accounTing and finance V O L U M E 3 , i s s U E 1 , 2 0 0 8 Old Wine in New Bottles: Subprime Mortgage Crisis – Causes and Consequences Michael Mah-Hui Lim Information Lost: A Descriptive Analysis of IFRS Firms’ 20-F Reconciliations Marlene Plumlee and R. David Plumlee Negative Goodwill: Issues of Financial Reporting and Analysis Under Current and Proposed Guidelines Eugene E. Comiskey and Charles W. Mulford Electronic copy available at: http://ssrn.com/abstract=1263280 JARAF The Journal of applied research in accounTing and finance Publication Information JARAF - The Journal of Applied Research in Accounting and Finance is a scholarly peerreviewed journal jointly published by The Centre for Managerial Finance at Macquarie Graduate School of Management and the Faculty of Economics and Business at The University of Sydney. All journal articles published in JARAF are subjected to double-blind peer-reviews by qualified international experts. Months of Distribution: July – December Current Edition: Volume 3, Issue 1 (2008) ISSN 1834-2582 (Print) ISSN 1834-2590 (Online) Editors Tyrone M. Carlin Professor of Financial Reporting & Regulation Faculty of Economics and Business The University of Sydney NSW 2006 Australia Nigel Finch Director, Centre for Managerial Finance Macquarie Graduate School of Management Macquarie University NSW 2109 Australia Editorial Advisory Board Edward I. Altman Max L. Heine Professor...
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...You are the CEO of a conglomerate with many businesses in many industries in many geographic regions. a) Discuss what Goold and Campbell Style you are likely to adopt( justify your selection) b) How do you manage synergies in the portfolio c) How do you ensure companies you acquire fit into your Heartland' in the Goold, Campbell, Alexander Parenting- Fix matrix? Specifically outline how you intend to add value to the acquisition you make. (A) Conglomerates face the challenges involved in managing multiple activities in multiple markets. One such challenge involves determining the best corporate style to manage these units in order to add value, and potentially more value than other parents could add and prevent these businesses being handicapped by the centre. Essentially, putting one's eggs in different baskets" may reduce the risk in the overall portfolio but requires that the firms management possess the strong capabilities necessary to successfully execute this strategy. This in mind, the Goold and Campbell style that I would adopt is the strategic control style based on . Because the company has many unrelated businesses, in many industries and in many geographic regions, it is quite unlikely that corporate centre management would be adept at the capabilities required to manage these businesses. Most corporate managers have experience in only one industry (or a few) and none realistically can be an expert in the wide variety of unrelated industries represented...
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...The 400 Investment Banking Interview Questions & Answers You Need to Know A Production http://breakingintowallstreet.com http://www.mergersandinquisitions.com Copyright 2010 Capital Capable Media LLC. All Rights Reserved. Notice of Rights No part of this book may be reproduced or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. http://breakingintowallstreet.com http://www.mergersandinquisitions.com 2 Table of Contents Introduction .................................................................................................................. 4 Fit / Qualitative Questions ........................................................................................... 6 Analytical / Attention to Detail Questions & Suggested Answers ....................... 7 Background / Personal Questions & Suggested Answers ................................... 10 “Career Changer” Questions & Suggested Answers .......................................... 14 Commitment Questions & Suggested Answers................................................... 17 Culture Questions & Suggested Answers ............................................................ 20 “Future” Questions & Suggested Answers .......................................................... 23 Strengths / Weaknesses Questions & Suggested Answers ................................. 25 Team / Leadership Questions & Suggested...
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...BUSINESS MANAGEMENT 3D BBA- BUSINESS MANAGEMENT 3D Strategy Strategy has been defined by Johnson & Scholes as “the direction and scope of an organization over the long term, which ideally matches its resources to its changing environment and in particular to its markets, customers and clients to meet stakeholder expectations”. Snell & Bohlander (2007:48) define it as “a set of procedures for making decisions about the organization’s long term goals and strategies”. The company’s long-term plan for how it will balance its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage. Strategic Management Pearce & Robinson (2003:3) define Strategic Management as the set of decisions and actions that result in the formulation and implementation of plans designed to achieve a company’s objectives. Phases of Strategic Management In today's highly competitive business environment, budget-oriented planning or forecast-based planning methods are insufficient for a large corporation to survive and prosper. The firm must engage in strategic planning that clearly defines objectives and assesses both the internal and external situation to formulate strategy, implement the strategy, evaluate the progress, and make adjustments as necessary to stay on track. In this module, three aspects of Strategic Management will be covered. These are: ...
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...Case 70 Computer Concepts/CompuTech Merger Analysis QUESTIONS Question 1 Several factors have been proposed as providing a rationale for mergers. Among the more prominent ones are (1) tax considerations, (2) diversification, (3) control, (4) purchase of assets below replacement cost, and (5) synergy. From the standpoint of society, which of these reasons are justifiable? Which are not? Why is such a question relevant to a company like CompuTech, which is considering a specific acquisition? Explain your answers. Answer: Synergy is by far the most socially justifiable reason for mergers. Synergy occurs when the value of the combined enterprise exceeds the sum of the values of the pre-merger firms. (If synergy exists, the whole is greater than the sum of the parts, hence, synergy is often described as "2 + 2 = 5.") A synergistic merger creates value, which must be allocated between the shareholders of the acquiring and the acquired firms. Synergy can arise from many sources, the most prominent being (1) operating economies of scale in management, production, marketing, or distribution; (2) financial economies, which could include higher debt capacity, lower transactions costs, or better coverage by securities' analysts which can lead to higher demand for the combined company's stock, and hence to higher stock prices; (3) differential managerial efficiency, which implies that a new management can increase the value of the firm's operating assets; and (4) increased market...
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...2.1 Explain BORDERS’s Competitive Advantages 2.1.1 Background Borders Group, Inc. was the nation's second largest retailer of books, music, and other educational, informational, and entertainment products. The group which was founded by brothers Tom and Louis Borders in 1971；(Zappone, 2011) only had a meager stock of used books which located in two rooms in the State Theater. From there the brothers soon moved and expanded to the world quickly. 2.1.2 Competitive Advantages Competitive advantages-when a firm implements a strategy that creates superior value for customers; competitors are unable to duplicate it or find too cost to imitate it. To be better understood and analyze the competitive advantages of the Border Bookstores, this text will focus on the external environment, internal analysis and superior strategy it used. * External Analysis The external analysis mainly includes, the general environment, industry competition and competitor analysis and it creates opportunities & threats for the firms. To this case, much more attention will put into the general environment and the industry competition. a) General Environment The late 1980s and early 1990s were a time of unprecedented growth for book retailers. Taking advantage of these circumstances, the Border Bookstore had quadrupled its size and was beginning the complicated process of going public. (Australian Associated Press 2011). Around the same time, the retailer attracted the attention of...
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...Best of HBR DAVID J. COLLIS AND CYNTHIA A. MONTGOMERY Competing on Resources AS RECENTLY AS rate level. In the 1980s, it turned out that corporations were 10 years ago, we thought we knew most of often destroying value by owning the very divisions that had what we needed to know about strategy. Portfolio planning, seemed to fit so nicely in their growth/share matrices. Threatthe experience curve, PIMS, Michael E. Porter’s five forces – ened by smaller, less hierarchical competitors, many corporate tools like these brought rigor and legitimacy to strategy at stalwarts either suffered devastating setbacks (IBM, Digital, both the business unit and the corporate level. Leading comGeneral Motors, and Westinghouse) or underwent dramatic panies, such as General Electric, built large staffs that reflected transformation programs and internal reorganizations (GE growing confidence in the value of strategic planning. Stratand ABB). By the late 1980s, large multibusiegy consulting boutiques expanded rapidly ness corporations were struggling to justify and achieved widespread recognition. How EDITOR’S NOTE: This influential their existence. different the landscape looks today. The 1995 article (originally published Not surprisingly, waves of new approaches armies of planners have all but disappeared, as “Competing on Resources: to strategy were proposed to address these swept away by the turbulence of the past deStrategy in the 1990s”) intromultiple assaults on the premises of strategic...
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...A PROJECT TO STUDY Acquisition OF TATA AND CORUS 0BY Jigar Gandhi Roll No- 11 PGDM - 4TH semester INTRODUCTION –( MERGERS AND ACQUISITION ) In this changed business paradigm only those organization rule who visualize the possibilities before they appear as plausible. Present Business environment, characterized by the globalization and liberalization, accommodates organization that are coming up with innovative strategies to survive and flourish. Companies in the global economies climate are thriving to each the pinnacle of the successes seeking competitive edge of over their rivals. While the waves liberalization and deregulation have been shaking the corporate shore around the global the domestic organizations are falling prey to the fierce competition and unprecedented challenges carried by this emerging business scenario. The recessionary trend consequents to the wall Street tsunami has made for the organization a maze with no exit . Drowning in the luxury of producing goods only to keep life simple is suicidal, rather an un quenched thirst must always prevailing that makes the quest for the value sustainable. Existence of keen competition with number and volume also made the texture of the competitor stronger shock absorber both finally and strategically creating a wide exposure for the business enterprises to build armour for protecting themselves from the threats lying in and forthcoming from the environment. Thus, organizations are left with...
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...Summary: This chapter brings strategic management to life with many contemporary examples. Sixteen types of strategies are defined and exemplified, including Michael Porter’s generic strategies: cost leadership, differentiation, and focus. Guidelines are presented for determining when it is most appropriate to pursue different types of strategies. An overview of strategic management in nonprofit organizations, governmental agencies, and small firms is provided. Long-term Objectives: Long-term objectives represent the results expected from pursuing certain strategies whereas strategies represent the actions to be taken to accomplish long-term objectives. The time frame for objectives and strategies should be consistent, usually from two to five years. Objectives serve as standards by which individuals, groups, departments, divisions, and entire organizations can be evaluated. Long-term objectives are needed at the corporate, divisional, and functional levels of an organization. They are an important measure of managerial performance. Success only rarely occurs by accident; rather, it is the result of hard work directed toward achieving certain objectives. The Nature of Long-Term Objectives: Objectives should be quantitative, measurable, realistic, understandable, challenging, hierarchical, obtainable, and congruent among organizational units. Each objective should also be associated with a timeline. Objectives are commonly stated in terms such as growth in assets, growth...
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...tly A sk ed Fr equen in s Question orporate C FinanCe io, a llocch ur izio D uiry, M a lv i Pa sc a l Q tonio Sa Le Fur , A n Ya nn From the team behind Pierre Vernimmen’s % = Corporate FinanCe + 3 Frequently Asked Questions in Corporate Finance Frequently Asked Questions in Corporate Finance Pierre Vernimmen, Pascal Quiry, Antonio Salvi, Maurizio Dallocchio and Yann LeFur A John Wiley & Sons, Ltd., Publication This edition first published in 2011 Copyright 2011 Pierre Vernimmen Registered office John Wiley & Sons Ltd, The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ, United Kingdom For details of our global editorial offices, for customer services and for information about how to apply for permission to reuse the copyright material in this book please see our website at www.wiley.com The rights of Pierre Vernimmen, Pascal Quiry, Antonio Salvi, Maurizio Dallocchio and Yann LeFur to be identified as the authors of this work have been asserted in accordance with the Copyright, Designs and Patents Act 1988. All rights reserved. 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 or otherwise, except as permitted by the UK Copyright, Designs and Patents Act 1988, without the prior permission of the publisher. Wiley publishes in a variety of print and electronic formats and by print-on-demand. Some material included with...
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