outlay required to implement a project. B. determination of changes in NPV estimates when what-if questions are posed. C. isolation of the effect that a single variable has on the NPV of a project. D. separation of a project's sunk costs from its opportunity costs. E. analysis of the effects that a project's terminal cash flows has on the project's NPV. 2. By definition, which one of the following must equal zero at the cash break-even point? A. net present value B. internal rate of return
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TECHNOLOGY Why Cloud Computing Matters to Finance By Ron Gill, CMA, CFM When was the last time you upgraded your ERP system? If the answer is “not in recent memory,” then you aren’t alone. About two-thirds of mid-sized businesses are running old versions of their enterprise resource planning (ERP) system—in some cases, it’s software that’s three or more versions old. This is the legacy of decades of on-premise (in-house) software deployments, incremental releases that never seemed worth the
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wheel 7 2.2.3 ROE wheel 7 2.3 Measuring divisional performance 7 2.4 Balanced Scorecard 8 2.5 Transfer Prices 8 2.6 Incentive system 9 2.7 Control levers to manage risk 9 2.7.1 Operations risk 9 2.7.2 Asset impairment risk 9 2.7.3 Competitive risk 9 2.7.4 Franchise risk 9 2.8 Final framework 10 3 Exhibits 10 Overview: The link between control systems and strategy The link between control systems and organizational structure (spans, cost/profit centers) The choice of what to control
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interaction of cashflows and hurdle rates, and the determinants of firms’ capital structure policies. Unlike previous studies which examine investment decisions by either using survey data or data obtained from financial tapes, we use both sets of data. This approach produced one of our primary findings that there is a hurdle rate premium puzzle, in that hurdle rates used by our sample of firms exceed their cost of capital that we calculate using Compustat data by 5%. We investigate the determinants
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TABLE OF CONTENT Background 3 I. Current Situation 3 ♣ Current Performance 3 ♣ Strategic Posture 3 1. Mission 3 2. Objectives 3 3. Strategies 3 4. Policies 3 II. Corporate Governance 3 ♣ Board of Directors 3 ♣ Top Management 4 ♣ Shareholders 4 III. External Environment: Opportunities and Threats (SWOT) 4 ♣ Societal Environment (P.E.S.T Factors) 4 1. Political - Legal Factors 4 2. Economic Factors 4 3. Socio-cultural Factors 4
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Analysis of profitability of Waldron 3 Divisional analysis: 3 A. Durafit Division 3 What Happened? 3 Why sales decreased? 3 B. Contracts 4 What Happened? 4 Reason of this growth 4 C. Elite 4 What Happened? 4 Reason of this growth 4 Stellex 5 Over all Waldron analysis 6 Issues with Waldron: 6 RECOMMENDATION: 8 2. CASH FLOW ISSUES: 8 • Operating activities: 8 • Financing activities: 8 • Investing activities: 9 • Working capital cycle: 9 Recommendations: 9 3. STELLEX
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fundamentals of cost accounting fourth edition William N. Lanen Shannon W. anderson Michael W. Maher ® accounting The integrated solutions for Lanen/Anderson/Maher’s Fundamentals of Cost Accounting, 4e have been proven to help you achieve your course goals of improving student readiness, enhancing student engagement, and increasing their comprehension of content. Known for its clear and engaging style, the Lanen solution employs the use of real-world scenarios, LearnSmart, and instant
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the article’s ideas and applications Product 6528 The Core Competence of the Corporation The Idea in Brief The Idea in Practice Diversified giant NEC competed in seemingly disparate businesses—semiconductors, telecommunications, computing, and consumer electronics—and dominated them all. CLARIFY CORE COMPETENCIES How? It considered itself not a collection of strategic business units, but a portfolio of core competencies—the company’s collective knowledge about how to coordinate
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Volume 2 No. 1 (January 1989) ,' CAPITAL BUDGETING PRACTICES OF INDIAN COMPANIES I. M. PANDEY ' Objective " The objectives of this study are: (a) to document the capital bud geting policies and practices of companies in India, a developing country, and contrast them with those of USA and UK, the developed countries, and (b) to ascertain how business executives look upon the linkage between corporate strategy and investment decision-making. Capital expenditure planning and control is
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The costs include (1) an emphasis on local versus global goals, (2) requires coordination of decisions, and (3) can lead to improper decisions because of a divergence between individual and organizational goals. 3. (1) Cost centers, (2) Profit centers, and (3) Investment centers. 4. Minimize the cost of producing a specified level of output or service. 5. Both minimize costs and maximize revenues. That is, maximize profit. 6. Maximize the returns from invested capital, or
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