...International Financial Management BUS ADM 456-002 (finance majors only) Spring 2015 Dr. Yong-Cheol Kim ________________________________________________________________________________ Office: S430D, Phone: 414-229-4997, e-mail: ykim@uwm.edu, mailbox is in the fourth floor of the Lubar School of Business. Office Hours: Monday and Wednesday, 9:50-10:50 AM, or by appointment. Class: Monday and Wednesday, 2:00PM - 3:15PM, Lubar Hall N126 COURSE OVERVIEW The course consists of mostly lectures, quizzes and discussion of current materials. The international financial management extends the principles of corporate finance to the international and global context. Main objectives are: 1) to broaden our view and perspective on global businesses; 2) to understand the mechanics of foreign currencies; and 3) to study the implications of the existence of multiple currencies and the operations across borders of sovereign nation-states for multinational corporations. Main topics are exchange rates and parity conditions, measurement and management of foreign currency exposures. The most important materials for a good grade are class discussions and notes. Course Learning Objectives and Course Learning Outcomes Upon successful completion of the course, the student will: 1. Be familiar with current global finance and exchange rates 2. Understand the implications of the change in the exchange rates for multinational corporations 3. Develop critical and...
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...Overview: This course is structured around the theme of risk management in banking. You will examine how banking institutions generate earnings and the nature of risks assumed in their operations. The focus of the subject matter is risk management. Topics to be covered: Why are financial intermediaries special? the role of depository institutions; financial crisis; risk of financial intermediation including interest rate risk, credit risk, off-balance sheet risk, liquidity risk; management of risks including liquid asset management and liability management, deposit insurance and other liability guarantees, capital adequacy, product and geographic diversification, and loan sales. The objective of this course is to provide the student with the conceptual framework necessary to analyze and comprehend the current problems confronting managers of commercial banks and other depository institutions. The course materials do not dwell on the development of financial theories. It is assumed that the student comprehends the basic theoretical concepts of corporate finance, monetary theory, and financial accounting. Each class session will be structured to include lecture and discussion. This class is fundamentally a RISK MANAGEMENT class that applies primarily to financial institutions and banks in particular. Risk management is the process by which managers identify, assess, monitor, and control risks associated with a financial...
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...Pharmaceutical Industry: New Drug Development Semester: 2012 Day of Week/Time: Office Hours: Class Website: Overview This course provides a detailed overview of the drug and biologics development process from discovery through regulatory approval. Special attention is given to the roles, functions and significance of the various disciplines involved in the R&D process, their interactions with each other, and the strategic management of these functions. Attention will also be given to key technologies used throughout the R&D process. The economics of pharmaceutical R&D as well as trends in licensing, outsourcing and partnerships will be covered. The student will gain an understanding of R&D strategy and the relationship between R&D and overall organizational success. Pedagogy The course will employ lectures notes, assigned readings, case analyses, individual homework assignments, and a final project. Each student will analyze three cases from the Harvard Business Review involving pharmaceutical companies. The final project will be a written paper touching on some aspect of managing pharmaceutical research and development. Relationship of Course to the Rest of the Curriculum The pharma value chain comprises all of the functional business elements from drug discovery through commercialization, and includes critical supporting functions, such as supply chain logistics and regulatory and compliance. IT is an enabler at the strategic...
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...power in an organization lies with the top management decision makers-die chief executive officer (CEO), president, chief operating officer (COO), executive vice-presidents (EVP)/divisional presidents, and senior vice presidents (SrVP). Members of this group make up the senior executive level of an organization. In addition to defining, perpetuating and safeguarding the corporate culture, this level sets the strategic direction of the company and makes policy decisions based on this direction. These decisions result in the way the company conducts business. Rarely, if ever are these decisions challenged. Persons who hold senior level positions have historically risen through line positions-jobs with direct contact with the customer and/or product, i.e., sales, marketing and manufacturing. Senior level executives must have had bottom-line responsibility. It is virtually impossible to get a senior position running a business if you don't know how the business runs. Depending on it's culture, senior level managers may come from inside or outside the organization. Senior level executive compensation packages are tied directly to the company's performance because these individuals have ultimate profit and loss responsibility. Compensation packages include stock options and million-dollar bonuses. For example, IBM Chairman Louis Gerstner received $12.4 mil in salary plus $4.7 mil in stock options in 1994 for turning the company around (WSJ. March 1995). In addition, executives receive...
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...TP027192 INTAKE CODE: UC2F1501IBM BM061-3.5-2-BEG MODULE NAME: BUSINESS ETHICS GOVERNANCE TOPIC: BANK OF AMERICA’S MOST TOXIC ASSET (CASE B) INDIVIDUAL ASSIGNMENT LECTURER: FARAHIDA BINTI ABDUL JAAFAR DATE ASSIGNED: 06th MARCH 2015 DATE DUE: 17th APRIL 2015 Table of Contents INTRODUCTION. 3 Summary. 3 Ethical Dilemma. 3 Affected Stakeholders. 4 ANSWER FOR QUESTION 1. 4 ANSWER FOR QUESTION 2. 5 ANSWER FOR QUESTION 3. 6 ANSWER FOR QUESTION 4. 7 ANSWER FOR QUESTION 5. 8 ANSWER FOR QUESTION 6. 8 CONCLUSION. 9 REFERENCES. 10 BANK OF AMERICA’S MOST TOXIC ASSET (CASE B). INTRODUCTION. Summary. Ken Lewis was a Chief executive officer of Bank of America, he was appointed as American Banker’s "banker of the year "after purchasing Countrywide Financial and Merrill Lynch. The bank acquisition of Merrill Lynch in 2008 made Bank of America the world's largest wealth management Corporation and a major player in the investment banking market. The deals were applauded and made Ken Lewis even more worth being named as American Banker’s “banker of the year” During first week of January 2009 both Countrywide Financial and Merrill Lynch were bankrupt with assets in their balance sheet which set a new standard for toxicity in financial market, resulting in forfeiture for the bank and requiring financial assistance from the Federal Government. Bank of America was forced to welcoming U.S. taxpayers as the company’s largest shareholder. BOA stock was down by 65...
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...Cash Management Article Review October 2, 2012 Section 1: Original Work Statement I, xxxxxxxx, verify that this article review is solely my own work and creation and it has been prepared solely for credit in this class. Section 2: Article Citation Serena, N. and Tuna, C. (August 31, 2009). Big Firms are Quick to Collect, Slow to Pay. Wall Street Journal (page 1). Section 3: Main Issue of Article This article was very important and was exposed to many readers because it made the front page of the Wall Street Journal in 2009. The authors wanted to inform their readers of a cash management development that a number of credit professionals had recognized a long time ago but wanted to expose the issue to more financial professionals and the multitudes that read the Wall Street Journal. Big companies have sped up efforts in collecting money and at the same time have slowed down their payments to suppliers, vendors and money owed back to customers. Big firms are quick to collect and they are slow to pay (Serena). This concept must be understood as these big companies are fine tuning and sneakily finding ways to squeeze as much cash flow as possible out of operations and small businesses in which they use. An important statistic that came out of the article exposes the fact that companies with annual revenue in excess of more than $5 billion are collecting bills on the average of 41 days in 2009 down from 42 days in 2008. The same companies are taking...
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...portion of their holdings in Williams Communications Group (WCG), a wholly-owned subsidiary. WCG is a high growth business operating in the telecommunications sector. This case focuses on valuation of a telecommunications company and the process of taking a wholly-owned subsidiary public using an equity carve-out. Students are asked to estimate a value for this offering. This case is most appropriate for undergraduates, however, it could be a used as an introductory case for MBA students. INTRODUCTION Mr. Jack McCarthy, Chief Financial Officer (CFO) and Senior Vice President of The Williams Companies, Inc. (WMB), sat in his corner office overlooking downtown Tulsa and pondered the firm’s upcoming IPO of its Williams Communications Group (WCG). Several weeks earlier, in August 1999, the firm had decided to carve-out 14 percent of WCG. Now the task of valuing the IPO was foremost in Mr. McCarthy’s thoughts. Your summer internship assignment, as an assistant to Salomon Smith Barney’s telecommunications analyst, is to provide Mr. McCarthy with the numbers with which to back up his...
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...and decision making skills. The class requires you Case to integrate the various areas of finance into a Procedures decision framework. As such it is expected that you will be a very active partner in the educaCalendar tional process. Lectures as a vehicle will be minimal. Instead student presentations, student Presentation Days discussion sessions, and group work will make up the majority of your experience. Writing Reports The course also requires you to grapple with the difficulty of decision making under conditions of uncertainty. It is expected that you How Am I Graded ? will be faced with ambiguous situations which will require you to make numerous judgements. Enrichment Assignments These situations will require a combination of financial theory and practice. It is unlikely that these assignments will result in clear and unambiguous solutions. You will be required to draw on your previous experiences from a variety of areas in order to successfully complete the class requirements. A particularly important goal in this class is to obtain an understanding and appreciation of the valuation process in markets, under conditions of risk or uncertainty. The essence of finance, in the final sense, is an understanding of how various decisions influence firm value. Course Prerequisite For most of you this class represents the The specific prerequisite for this class is terminal experience in corporate finance (If the Finance 325. Since the prerequisite for Finance 325 is Finance 323...
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...UNIVERSITY OF SOUTHERN CALIFORNIA Marshall School of Business Revised Syllabus for FBE 560-Mergers and Acquisitions Office Hours T,TH 1:30-3:00 and TH 5:00-6:00 in HOH701E Spring 2007 I. Purpose of the M&A Course This course covers the broad field of mergers, acquisitions, and divestitures. The primary objective of the course is for each student to gain a well-rounded understanding of the major strategic, economic, financial, and governance issues of mergers and acquisitions. Takeovers and mergers are a daily fact of life and have evolved into a critical part of every CEO or manager’s strategic toolbox. Every person who enters the corporate world will most likely be affected by a merger or acquisition at some point in their career. Students will apply learned content to real mergers and acquisitions and have the opportunity to present to the class their findings and conclusions. Specific academic course objectives include: • Examining the role that M&A plays in the contemporary corporate world, and its use as a strategic tool to provide growth, enhance competitive position, transform a company or industry, and create shareholder value. • To provide the student a framework for analyzing transactions including understanding strategic rationale, valuation methodologies, deal structures, bidding strategies, and the need for a value proposition. • Show how M&A can be used successfully as well as its pitfalls, dangers...
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...WESTERN KENTUCKY UNIVERSITY COLLEGE OF BUSINESS ADMINISTRATION FIN 437—Corporate Asset Management Dr. Indudeep S. Chhachhi Fall, 2014 Department of Finance E-Mail: indudeep.chhachhi@wku.edu Office & Office Hours: 327 Grise Hall, 745-2928 M/W 11:15 - 12:30 p.m. T 10:15– 12:30, and by appointment Texts and Calculators Required Stephen Ross, Randolph Westerfield, and Jeffrey Jaffe, Corporate Finance (10th ed., McGraw Hill, Irwin, 2013). Subscription to Connect (McGraw Hill) for Corporate Finance (10th edition) (Connect Plus will give you access to the eBook) Texas Instruments' BA II Plus Professional. Strongly Recommended Subscription to The Wall Street Journal. Course Objectives As the second undergraduate finance course, the purpose of Corporate Asset Management is to provide business students with a greater depth of understanding of topics that are applicable to the financial management of modern business corporation. Learning Objectives After completing this course students will be expected to have mastered topics such as: * Risk and Return * Valuation Process and Capital Budgeting * Financial Policy, Options, and Corporate Restructuring. Prerequisites FIN 330 with a grade of “C” or better and completion of, or current enrollment in, ECON 307. If you have not completed the prerequisite listed above, You should drop the class immediately. It is possible that you will be dropped from the class...
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...NAME: SHIVANGI GUPTA SECTION:D ENROLLMENT NO. : A1506914057 ASSIGNMENT EXECUTIVE SUMMARY HTC transformed itself an ODM to one of the leading provider of telecommunication devices. Empowered with strong R&D the company enters market as a first movers with numerous innovations which prized the company with high growth and many recognitions. While innovations, partnership with giant brands, strong manufacturing facility its strength HTC also have weakness of producing pricy products, having weak shipment network, using stumble marketing strategy. Moreover, the company faces threats of intense rivalry from competitors, being substituted by cheaper products and patent. Despite all of this the Taiwanese company has many opportunities. HTC is a ‘Question Mark’ in BCG matrix. It experiencing high bargaining power from customer, low bargaining power from suppliers, medium threats of substitutes, high threat of new entrant, high competition from rivals. The company adopted growth strategy as corporate level strategy and differentiation as business level strategy. It also gives high priority in innovation strategies. Influenced by innovation strategy its organizational structure is organic. HTC should continue to produce innovative and cutting edge technology driven product to sustain its competitive advantage. It also should focuses on producing low end phones and penetrate more markets around the world. The company should produces wider categories of products and develop better...
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...Marketing Principles and Analysis MKT 305 Winter Quarter 2014-2015 Instructor: Bill Froese Office Location: See Blackboard Office Hours: See Blackboard Phone: 224-616-4789 Email: wfroese@robertmorris.edu Course: MKT 305 Quarter Hours: 4 COURSE DESCRIPTION: This course will introduce students to key marketing principles including the marketing concept, management of the marketing mix (product, price, place and promotion), analysis of the external environment, ethical issues in marketing, segmentation, targeting and positioning. This course examines how organizations discover needs or wants that they can serve in the market place. Upon completion of the course, students should understand and appreciate the significant role that marketing plays in our fast-changing global marketplace. LENGTH OF COURSE: 10 weeks TEXTBOOK: Boone, Louis E. and Kurtz, David L. Contemporary Marketing, 15th Edition 2013. Mason, Ohio. Southwestern/Cengage, 2013. ISBN: 978-1-111-57971-5 NOTE: Make sure you get the 15th Edition and not the 16th! There is also a bundled package including the Text with Blackboard MindLink for CourseMate and e-text access printed access code card. ISBN: 978-1-305-59157-8 Finally, you can get the Blackboard MindLink for CourseMate and e-text access printed access code card. ISBN: 9781285369488 Special Note Regarding CourseMate: CourseMate supplemental resources are bundled with the purchase of a new textbook. CourseMate can become...
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...Practices Wednesday 7:15pm- 9:45pm ADL 224 Fall 2013 INSTRUCTOR: Dr. Evaristo Fernando Doria Cell 408.348.4217 Email: edoria@gsu.edu Office: J. Mack Robinson College of Business / 35 Broad Street / Floor 14 / Suite 1419 Student Office Hours: Tuesday and Thursday 4:00pm to 5:00pm. Request always an appointment to edoria@gsu.edu. Email during this course for assignments and exchange of information: busafall2013wednesday@gmail.com. All emails will be answered by instructor within 7 working days. If not, please contact instructor asap. [pic] @edoriaGSU This is my Business Newsletter for my Current and Former Students. You are invited to follow it. It will provide you with information about new job opportunities, business advice, global news, and other topics. TEXT and REQUIRED READINGS: Soft Cover available at GSU Bookstore: International Business: Strategy, Management, and the New Realities by S. Tamer Cavusgil, Gary Knight, John R. Riesenberger, Pearson Prentice-Hall, 2012. (ISBN 9781269390705.) Hard Cover includes material to be taught at IB 3090 course: International Business: Strategy, Management, and the New Realities Third Edition by S. Tamer Cavusgil, Gary Knight, John R. Riesenberger, Pearson Prentice-Hall, 2012. (ISBN 9780132991261.) Also Required: Reading the business section of foreign newspapers for your assigned country and other information sources about this country (suggested places to start: http://www.kidon.com/media-link/index.shtml , www...
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...Company Change Analysis In accordance with the Donahue Graduate Business School’s Code of Ethical Behavior, I attest that I have not engaged in any acts of plagiarism or other unethical behavior in completing this assignment. Table of Contents Company Overview | | 2 | | Summary | 2 | | Mission and Values | 2 | | Store Locations and Size | 3 | | Financial Snapshot | 4 | | Global Socrates KLD Report Highlights | 5 | Analysis | | 6 | | Defining Change | 6 | | Top 5 Change Indicators | 8 | | Analysis of Initiatives | 9 | Strategic Recommendations | | 12 | Company Overview Summary Supervalu has been a participant in the grocery retail and supply chain industry for more than 140 years. Through the establishment of 1,114 traditional retail stores, 1,280 hard-discount stores, and 2,700 independent locations serviced by its Independent Business Segment, Supervalu has been able to target millions of customers who are looking to shop in traditional, premium, or hard-discounted stores. In addition, of the 1,114 traditional stores and 1,280 hard-discount stores, 805 in-store pharmacies and 899 stores operated by licensed owners, respectively, also exist within the traditional and discounted stores. Supervalu offers all types of products including, but not limited to, farm-fresh fruits and vegetables, USDA-inspected beef, pork and poultry, and an assortment of general merchandise. In addition, Supervalu is a primary supplier to approximately 1,900...
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...for it’s intriguing - one of the kind designs, quality of engineering, performance and elegance in its fleet of vehicles. BMW Group is also a manufacturing company for motorcycles and engines for aircrafts, bullet- trains and has won the award for the best engines a numerous times in the worldwide automotive industry. The BMW Group also owns and produces vehicles under the brand MINI marquee, motorcycles under BMW Motorrad and Husqyarna and is also the parent company of Rolls-Royce Motor Cars, which are known to be the most luxurious, expensive and hand built vehicles baring not only a heavy price tag but specifically known to have a prestigious status symbol. To insure the company’s stability and expansion, BMW Group has a strong management control that ensures an edge over its competitors in the automotive market. The Group faces constant demands for cost, quality and productivity improvements within shorter product lifecycles, but also face the new challenge of building cars to customer order in short order lead-times and numerous other external and internal environmental factors. This report focuses on BMW’s flexible production and the process of technologies that enable the shift towards achieving a higher market share. In short, the essence of BMW Group’s strategy is one of growing to be the best at its core strengths within the premium sector of the international automobile market and as a brand that owns a word in mind: “driving”. A brand that has the best automotive...
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