Equity Offerings Case: Netscape Initial Public Offering (HBS 9-296-088) Case Questions: Please use the excel sheet I prepared and uploaded on the Blackboard. I inserted already the assumption for your convenience. 1. Why has Netscape been successful to date? What is its strategy? How risky is its current competitive situation? 2. Value Netscape. Use the following assumptions: a. Total cost of revenues stays at 10.4% of total revenues. b. R&D stays at 36.8% of total revenues. c. Other operating expenses
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University of Washington Graduate School of Business Finance 553 Midterm Assignment Rocky Higgins February 10, 2004 In less than five, double-spaced, typewritten pages, plus any exhibits, please answer the following questions about MW Petroleum Corp. This assignment is worth a maximum of 100 points. 1. (10 points.) Apart from any quantitative analysis, are there any reasons to anticipate that Apache Corporation’s acquisition of MW Petroleum might be a positive net present value
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Quasi Case Questions (20 pts.): (1) Identify and discuss three (3) or four (4) specific project management problems. How you would have prevented or corrected each problem you identify? There were several management problems in the organization. Larry Leadpants and William Bluster argued several times over many of the issues that were plaguing the project. First the project was much unorganized. Either party did not review or keep very good project documentation
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Case Study Questions: 1. Provide a synopsis of the Jones and Shephard case. The Co added extra obligations and responsibilities to be managed with the addition of the ISD department, which made the work load that currently existed, be more of a deficit than a benefit to the Co. The main focus was to resolve internal projects to a satisfying level and incorporate the needs of the external customers with sufficient supported outcomes of both. 2. Highlight three enterprise management causes/considerations
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CASE: Citibank: Launching the Credit Card in Asia-Pacific (A) (HBS 9-595-026) Rana Talwar, head of Citibank's Asia Pacific Consumer Bank, is considering introducing a credit card to enhance the growth of future revenues. Talwar feels that the credit card would enable the bank to target customers outside its thriving branch banking operation and then cross-sell other Citibank products and services to these customers, but he is facing a healthy amount of skepticism from Citibank's New York
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the boarding time, operations process times and the plane turnover time seemed to have reduced in such a way that they would be able to maintain this in a long run then you could say that the bottleneck has been eliminated. However if this is not the case then
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1. A business model is a revenue generating partnership of the business and its customers. The business model activates the business plan. There are several questions that formulate the business model. Such as • What is our relationship with our customer? What are they offering the business? • Will this customer be in relationship for the short term or long term? • Is there one customer that controls our business? • What marketing or other strategies guarantee new long-term customers? • How
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1. How do GOJO’s market-facing BHAG and internal sustainability initiative complement each other to create sustainable value and further the achievement of both? Sustainability of GOJO really began with the routes of the company and it has been part of its legacy. If we take it back to its founders GOLBIE and JERRY LIPPMAN sustainability was built in to their industrial business. It was and still about putting people and the wellbeing first. Today GOJO is a global leader in the skin health and
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1) Porter 5 Force Model of Lululemon: Bargaining Power of Suppliers | Suppliers have low bargaining power since Lululemon gets their fabrics from many suppliers. | Bargaining Power of Buyers | Lululemon consumers have high bargaining power. Since alternative brands are deemed cheaper, consumers switching costs would be low. | Threat of New Entrants | Threat of new entrants are moderate, but growing as more companies are outsourcing their fabrics to manufacturers in other countries that allow
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(1.) The article states that the lack of trust between management and workers at the GM plant most significantly contributed to the loss of GM’s competitive edge. NUMMI’s philosophy was to treat workers like partners and empower them with decision making capability and control over certain aspects of production. How workers should be treated was according to the article, directly responsible for the quality problems that lessened GM’s competitive advantage. The attitude of GM’s management and GM’s
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