Flash Memory

We evaluated our company’s position in the industry, and found ourselves in an excellent starting position to further develop our products and match them to the industry’s needs. Our market share is adequate and we can advance further with our strategy improve and reposition our products in the coming years. We have underutilized capacity, which we intend to improve, while increasing automation to reduce costs. We have plans to improve our promotion to improve product awareness and with the appropriate product lines we will increase price to improve margins and better align our high-end product image. Our current financial position is optimistic, showing our leverage (Assets/Equity) at 2.0, when our goal is to maintain 1.5-2.0 overall. By utilizing the analysis tools we are learning what elements are driving demand, how to effectively tailor our products through R&D, how best to adjust our marketing and pricing, while lowering input costs, in order to improve margins and to ensure our stakeholders are all satisfied.

1- The total unit cost = Total Variable Cost + Production Fixed Expenses + Advertising Expense + Selling and Administrative Expense = 3.23 + 1.20 + 0.30 + 0.19 = 4.92.

Technology has changed the way we do business in America, and in the world. The marketplace tempo and pace has quickened from a light trot to a sprint, and the global consumer has placed new demands on corporations worldwide. How companies have responded to these demands has been the fruit or the poison of their survival. To keep up to date with technology, companies must plan for and analyze current and future trends in available technology. One company that has done so is Walt Disney

* He has also assumed that the sales mix will remain constant. Total revenue and total expenses behave in a linear manner over the relevant range.

In our second assumption, instead of using the cost of goods per cases in 1986, we try to use the percentage it counts in the total expenses which is 50.4% and to find the sales needed to break-even. The detail of the calculation is shown in the answer for questions d. The result is that 95,635, a little bit higher than the estimated sales of 90,000.

Flash memory is a solid-state drive (SSD) that maintains data storage without moving parts, even

When Seymour and White visited the Consumer Electronics Show (CES) to talk with potential customers, they pointedly passed on an opportunity to provide value to an established market. Nintendo representatives at CES stated that a small, cheap hard drive costing $50 would have a potential market in the millions. After additional deliberation, the Kittyhawk team decided to pass on this opportunity in search of more lucrative markets. This mistake is somewhat understandable, because the $50 target cost was deemed too high of a technological challenge.

On the other hand, Sharot et al carried out a study that supported this theory in 2007. The aim was to determine the role of biological factors on flashbulb memories three years after the 911 attacks. It included 24 participants who were in New York City on that day. Their brain activity was observed using functional magnetic resonance imaging as they recalled the event, as well as other distinct, autobiographical events from the summer of 2001. The latter served as baseline memories for evaluating the nature of 9/11 memories. After the fmri, participants were asked to rate their memories depending on how vivid, detailed, confident, and accurate they thought they were.

The costs incurred by the Home Depot can be classified into two categories: fixed costs and variable costs. Fixed costs are unaffected by changes in the level of activity are fixed costs (Edmonds, Tsay, & Olds, 2011). These costs are incurred regardless of whether or not units are produced. They are expressed as a certain cost for a given range of sales levels. Fixed costs remain the same for any sales level within a certain range. The net income indefinitely changes with a fluctuation in sales level even when the fixed costs remain unchanged. A rise in the sales level increases the net income and a fall in the sales level reduces the net income. Additionally, an increases in the fixed costs reduces the net income, and a drop in the fixed costs

As a hot deal in a hot market, competition among venture capital (VC) firms had driven the pre-money valuation from $17 million to $27 million, with a post-money close at $35 million. Although the Series C round had been slated for November/December 2000, Papa had noted the increasingly difficult financing environment and managed to make his funds last for 18 months, rather than the anticipated 12. The company had hit every milestone on its original plan. Its product had been installed at several marquee customers, including Tower Records and one of the world’s largest asset management companies, and it was about to be in trials at Putnam and a major investment bank—Dean Stanley Goldman Credit Partners (DSGCP). A veritable who’s who of potential customers was seriously considering the technology. Papa expected that $7 million would take his company to break-even,

Assuming the company does not invest in the new product line; prepare forecasted income statements and balance sheets at year-end 2010, 2011, and 2012. Based on these forecasts, estimate Flash's required external financing: in this case all required external financing takes the form of additional notes payable from its commercial bank, for the same period.

As sales of Flash Memory Inc. (Flash) increases rapidly in the first few months of 2010, additional working capital is required to ensure smooth operations and maintain their current growth rate. However, Flash currently has almost reached its notes payable limit of 70% accounts receivables with its current commercial bank and thus, need to look for various alternative financing means to provide the required amount of funds it needs to finance its forecasted sales for year 2010 onwards. This report is written to provide an insight to Flash’s financial position for the following 3 years (2010 till 2012) through the use of pro-forma income statement and balance sheet. For Flash to be able to keep up

Based on the sales manager’s research, he predicted 2,200,000 yards to be sold. In our financial model, we factored in a 7% increase in the average price per yard and a 10% increase in the average cost per yard, both of which the sales manager projected with confidence. The key underlying assumption this lead to was a 12.90% increase in revenue. Next, we averaged the past four years SG&A margin (SG&A/Sales) because this will serve as an adequate proxy for the forecasted SG&A expense. Although 2004 SG&A expense was an anomaly, we felt that it must be calculated in the average to accommodate for any shifting trends towards higher SG&A costs. Calculating interest expense was simple because we were given that Alliance Concrete pays 8.5% on outstanding debt. Our assumption for the tax rate came from the average tax rate the firm has paid out over the past 4 years, which was 34.81%.

As sales of Flash Memory Inc. (Flash) increases rapidly in the first few months of 2010, additional working capital is required to ensure smooth operations and maintain their current growth rate. However, Flash currently has almost reached its notes payable limit of 70% accounts receivables with its current commercial bank and thus, need to look for various alternative financing means to provide the required amount of funds it needs to finance its forecasted sales for year 2010 onwards. This report is written to provide an insight to Flash’s financial position for the following 3 years (2010 till 2012) through the use of pro-forma income statement and balance sheet. For Flash to be able to keep up with the

He has also assumed that the sales mix will remain constant. Total revenue and total expenses behave in a linear manner over the relevant range