Nike Case

On July 2, 1990, Vanilla Ice announced his new hip-hop single “Ice Ice Baby,” which was also set to be released on his debut album To the Extreme. The opening bass line for his single sounds astonishingly identical to the bass line found in the collaborative work of David Bowie and Queen, titled “Under Pressure,” which was released just under nine years prior on October 26, 1981. Vanilla Ice had not requested to exploit the rights before producing or releasing the song. and by proclaiming that he did the songwriting and production for the rest of the song, Vanilla Ice made himself directly liable for the infringement. The legal counsels of both David Bowie and Queen worked quickly to form a legal team in order sue Vanilla Ice for copyright

This case involves a male and female Hispanic, entering TJ Maxx during business hours, and concealing various items in their bags. The suspects attempted to leave the store without paying for the items. Loss Prevention Agent Sergio Castro made contact with the suspects at the front entrance and retrieved all of the loss except for a black Michael Kors purse, valued at $159.99.

According to AS 3, Paragraph A8 “good audit documentation improves the quality of the work performed in many ways, including, for example:

At 3:51 a.m. on May 26th, Amazon Associate Ramon Cruz Paulino approached Security Shift Supervisor about his hoodie missing. Paulino said his hoodie is a dark blue Hollister Co. hoodie, in b-building in the last cubby (he puts the hoodie in the same spot every day) and that the last time he had seen the hoodie was start of shift on Friday the 20th. Immediately Security Shift Supervisor pulled Ramon’s lenels for the 20th, he entered the building at 6:41 p.m. wearing the navy hoodie. At 6:43 p.m. Ramon places the hoodie in the cubby. Once the hoodie was placed Security Shift Supervisor then started checking every other hour if the hoodie was moved during Ramon’s shift. At 5:17 a.m. Amazon Associate Nelson Gross looks at the hoodie, picks up the

Urban Outfitters Inc. is one of the leading lifestyle retail companies. Urban Outfitters operates in over 500 retail stores worldwide, with plans to open over 35 new locations by the end of the next fiscal year. The company also has a website, mobile app and catalogs used to assist with sales. Urban Outfitters has goals of expansion and growth for their numerous brands.

Bed, Bath and Beyond (BBBY) currently has $400 million more in cash than they need for ongoing growth and operations requirements. While the company is financially sound analysts and investors worry about the company’s capital structure decisions. Investors do not want to see that much cash on the books and worry that the current capital structure is not the most effective for the future. They prefer that BBBY change their capital structure by paying out excess cash and issuing debt. This could allow BBBY to improve their return on equity and raise earnings per share. Given the low interest rates available it seems like the perfect time for BBBY to add debt to its capital structure. Until now they

« Mattel regards the thoughtful management of the environment and the health and safety of its employees, customers, and neighbors as among its highest priorities and as key elements of its responsability to be a sustainable company »

Additionally, as expressed by Rebecca Ratner, Hsieh’s commitment to merging the workplace with social lives could present risk to the company in the form of unprofessional or inappropriate conduct that is not addressed properly.

1. Consider Dunlap’s statement on page 3 of the case: “Stakeholders! Every time I hear the word, I ask how much did they pay for their stake? There is only one constituency I am concerned about and that is the shareholder primacy? Do you agree or disagree with Dunlap’s view of shareholder primacy? Explain

Great pressure from suppliers and competitors caused some deterioration of basic performance for AGI during 2004–2006. Two main problems are

1.a) To value Spyder Active Sports Inc., we decided to use the WACC method since we can easily value its cost of assets with the data immediately available to us in the case. We first unlevered the beta’s of 7 comparable companies and took the average to get a comparable unlevered beta for Spyder (Exhibit 1). Since we are assuming Spyder is entirely equity financed, its unlevered asset beta is equal to the beta of its assets. We now have a rough estimate of Spyder’s asset beta, we can

On July 5, 2001, Kimi Ford, a portfolio manager at NorthPoint Group, a mutual-fund management firm, pored over analysts' write-ups of Nike, Inc., the athletic-shoe manufacturer. Nike's share price had declined significantly from the beginning of the year. Ford was considering buying some shares for the fund she managed, the NorthPoint Large-Cap Fund, which invested mostly in Fortune 500 companies, with an emphasis on value investing. Its top holdings included ExxonMobil, General Motors, McDonald's, 3M, and other large-cap, generally old-economy stocks. While the stock market had declined over the last 18 months, the NorthPoint Large-Cap Fund had performed extremely well. In 2000, the fund

Ford has done a significant amount of research through analysts’ reports, which had mixed reviews. She found no clear guidance from the analysts and decided to develop her own discounted cash flow forecast to come to a conclusion. Her forecast showed that Nike was overvalued at its current share price causing a

Simmons should roll out the GGOL program in order to repair incongruence between the firm’s current culture and its strategy, as well as a misalignment between its present culture and CEO Charlie Eitel’s desired culture. The $7.2 million price tag is a substantial investment in light of the company’s +5 times EBITDA leverage ratio and will face resistance from Fenway Partners, the private equity shop that bought Simmons in 1998. We have identified Eitel’s sources of power, as well as how he should leverage those to influence the employees and Fenway that this risky solution is in fact the ideal solution.

This case is about implementation of a new “shared vision” concept within The Analog Division of Motorola Company. In 1993 Analog division was a major manufacturer of analog products in the world and had its divisions in many different countries. In other words the division had strong global presence. In order to create more efficient global company, Alison and John have decided to develop new shared vision within The Analog Division where managers would be involved directly and indirectly in the decision making process. Before the new vision development, Analog Division and its managers was very limited in decision making. Because they had such a strong global presence their