Refining Solution Paper

This is a scenario presented where by an organization is willing to procure Discopress gadgets. The firm is willing to make a $10,000 capital investment. The case study below seeks to answer the question on the best approach, so as to spend as little on acquisition cost. While at the same time ensuring that, they get maximum returns on their initial investment. This however, has placed them in a position of two scenarios as they seek to ensure maximum returns on the investment. The study seeks to determine whether the MOD option is viable, as they look for value for their money.

Decision Making Area 3:Investment Decisions * Table of Articles * Summary of Articles * Observations * Conclusion

Each alternative must be clearly identified. The key advantages and disadvantages of each alternative must be listed and thoroughly discussed. The compare and contrast (pro and con) assessments of each alternative must be done against the decision criteria previously listed and discussed. A matrix format may be used in order to more accurately compare each of the alternatives. If multiple decision criteria are being used, weighting of each of the criteria must be applied. It is also important to look at the short and long term results of each alternative, and to assess the best, the worst, and the most likely outcomes for each alternative. Qualitative and quantitative analysis will be required. It will also be necessary for the student to use the various supply chain management tools and techniques learned throughout the certificate program to determine those possible outcomes.

In the Private Sector, there are many choices to be made by Business managers regarding which “projects” to borrow for and which “projects” to invest in.  These choices often contain a great deal of ______________________ as well as the potential for benefits (profits).

On a medium/long terms the company has the opportunity to be the pioneer in developing a innovative product with a positive impact among clients and

3. What criteria did you use to evaluate the potential solutions? How did these criteria tie into business strategy and project objectives? How does

Let me say first thank you for giving us the opportunity to evaluate your company’s operational process. It has been a tremendous experience to be in a company that started out small and grew to one of the leading businesses in the industry. CanGo does have a promising future ahead. During our evaluation over the past two weeks, we have noticed a few things that will be a problem in the future if not resolved. It seems that the company has been profitable by chance not because of planning. At this point we feel the need to work on the planning aspect and all that it entails. There are six key issues and recommendations that we have made that we know

Star Appliance is looking to expand their product line and is considering three different projects: dishwashers, garbage disposals, and trash compactors. We want to determine which project would be worth doing by determining if they will add value to Star. Thus, the project(s) that will add the most value to Star Appliance will be worth pursuing. The current hurdle rate of 10% should be re-evaluated by finding the weighted average cost of capital (WACC). Then by forecasting the cash flows of each project and discounting them by the WACC to find the net present value, or by solving for the internal rate of return, we should be able to see which projects Star should undertake.

To find out all available options and their pros and cons my team has put together the following analysis:

For our initial strategy we wanted to choose a product line that would be most intriguing to customers in this poor economy. To initiate this we focused our products around better gas mileage, safety, and quality. In order to do this we needed to evaluate consumers’ needs and desires when making a high involvement purchase such as a car. We believe the best target market for this type of car would be a middle class family that does not have as much disposable income due to the recession in our economy.

1. Introduction 2. Analysis of current position 3. Analysis of new project 3.1 Methodologies and processes of Valuation 3.2 processes of Valuation 4. Conclusion

The biggest thing that come along with a car is the car payment. After purchasing a car and all the taxes with it you can be in a lot of debt. To pay for the car you must take out a loan out from your bank for whatever you owe on the car. The bank makes money of the loan by interest. Interest is a percentage a bank charges you to use their money. Depending on your credit score depends on how much interest the bank charges you. When you take out a loan you pay every month towards it until you pay it off. When you first start paying your car loan off all the money goes to the interest because the bank wants there money first and then after a few months or even

This report will discuss about the approach to rational decision making process. It discusses how an everyday problem faced by management can be tackled by using

2) There are significant differences between the traditional Porsche customer and Cayenne and Panamera customers. The traditional Porsche customer is interested in exclusivity, in having a niche car, different than others. The Cayenne and Panamera customers are also interested in the utility of the car. In other words, they are interested in the storage capacity of the car and in the power of its engine. There are also financial differences between these types of customers. The traditional Porsche buyers have greater financial power in comparison with other buyers. This means that the Cayenne and Panamera customers' purchasing decision process is also based on the price of the car. Therefore,

Yes, in the investment center. The managers are responsibility for the segments,investmentand asset base as well as the profits. Usually, evaluate based on the return on assetsemployed, evaluation might include a variety of measures such as profit, return oninvestment, residual income, economical valued added and a range of non-financialmeasures. Hence the manager in the districts should consider about the acquisition of newequipment which is an investment for the segment. And also, they evaluated equipments andaccounts receivable etc. based on the return on assets employed. May be it can also be the profit center because the managers usually evaluated in terms of effectiveness in raisingsegment profit level and controlling costs.QMSC should use EVA instead of ROA as the measure of district and manager performance. Since EVA is the best proxy for shareholder value at the business unit level, improving EVA will also improve the companys overall performance. The managers district objectives will then be congruent with the companys overall objectives. This will induce Mr. Richards to employ additional assets