case study Iridium

The company started off producing 20,000 units of mountain bikes. We did not change the production quantity. Last year our forecast sales were 24,000 when we only sold 19,866; therefore we thought it would be best to leave production at 20,000 bikes. Having excess inventory, we concluded that 20,000 units should be enough considering our quality has not changed and our advertising will not increase the sales dramatically. Although we had the choice to produce as much as 30,000 units, we felt as though we did not have sufficient money to increase production. We were interested in allocating the money towards marketing as opposed to production. We realized that without awareness, no matter how many units we make, sales would be inefficient.

In order to evaluate the NPV of the first-generation phone (project) ignoring the possibility of investing in the second-generation phone (project), we projected the free cash flows (FCF) of the first-generation phone through 2001 to 2006. The total FCF was calculated as EBIT plus deprecation and subtract any capital expenditures along with change in net working capital. With risk-free rate of 10%, comparable firms’ beta of 1.2, and market premium of 4%, the appropriate discount rate for the project was 14.8% using CAPM. Sum

Competing technologies With the rapid and unexpected developement of the cellular network, the Iridium technology became obsolete in areas covered by terrestrial mobile telephony. Although Iridium offered a GSM service for roaming into cellular networks, it was still more expensive than the regular cellular charge, so the target group shrank to people who were in the few regions not covered

Review of ABC Company and the directions it is targeting. The strategy of the company is to lift the expected sales in an aggressive fashion, with the expected end target being to triple the current levels. The plan is to push sales into the targeted range of $3 million within 3 years versus the current amount which sits at $1.2 million. We will identify the perceived risk factors that may impact this aggressive strategy and its successful execution. The following will be those risk factors:

Next, the actual money that spent on this project is far exceed the budgeted amount. To date, it spent 12.55 million more than expected. However, this is not the end, there are still two testing remains incomplete which will cost company more to finish them. Regarding to each items, the item that results in the most unfavorable result is the software development that cost the company 12.90 million more to finish development. We should also notice that the items far behind the schedule are all related to the software. This tells us that the company is extremely not good at developing software. This may due to the sudden change from the medium segmentation focus to the high end products. I would initially recommend the company to have a joint venture with the other high end company to implement this project. However, as the project is almost done, the most important thing is how to promo this product that makes it profitable or at

You would not buy a home, car or other large purchases without researching what product offered you the most for your money. The same is true when investing in a company. Investors do avid research on multiple companies to find what company matches the investors' criteria. In this paper Team C will research both AT&T and Verizon's financial documents. Team C will compare selected ratios, cash flow and make recommendations how both companies can manage cash flow for the future.

In the early 1980's it became more popular to have a car phone. The costs were high. A car phone could cost between $200 and $1000 dollars plus installation. The phone plans in the 1980's were not like they are today. You could get a 30 minute plan for $49 per month. Roaming was extra and long distance was through your long distance carrier. You would receive two bills per month.In the early 1980's the first real "bag phones" started getting popular. It would cost about $250 for a cheap one and $800 for a really good one. The battery life was limited to about 1 hour and the bags were about the size of a midsized pocket book. The plans were the same as the car phones.The

According to SCOT, the cell phone can be interpreted in many ways according to different social groups. To solve the problems that each social groups had, the makers have made the cell phones cheaper, lighter, and smaller than before. According to the first profile of cell phone users generated in 1987, the majority group of users, who were at the age between 35 and 50, had income in excess of 35000 dollars in average, but the average mobile phone at the time only cost 1000 dollars, with portables reaching 2000 dollars. Also in 1987, Nokia launched its first handheld phone, the Mobira Cityman 900, which just weighs 800g. This phone was the first compact phone, and it was significantly lighter and more portable than its predecessors. In the first stage of the cell phone development, the

We think that companies should calculate their break-even point for their goods and services and to charge the prices according to that figure. This way, they can make sure that their price covers their expenses. In case of AT&T’s text messaging they are charging much more than the cost. But because there are only four national carriers in United States and they control 90 percent of the market, and text messaging had become widely popular, they can afford high prices. They are considering the demand of the service and pricing the product according to demand and supply.

Based on the outlook by Verizon Communications, Inc. in their 2010 Annual Report, the investing that they do will increase the infrastructure in their telecommunication networks. Not only does the data show an increase in the national market, but there is an indication that investing globally will also increase the capabilities of Verizon’s telecommunications. The outcome shows that the investing potential is in Verizon’s favor.

The owner of Hansson Private Label (HPL) must determine whether or not to accept an aggressive expansion project that would preclude the company from pursuing any alternative investment opportunities for several years. The investment, if successful, would offer numerous benefits to the company, capturing greater market share, strengthening relationships with major customers, crowding out competition and increasing firm value. Nonetheless, the decision carries significant risks and could lead to a substantial decline in firm value, if not bankruptcy, should any number of variables prove unfavorable to HPL. Moreover, the project relies heavily on a contract with a single large

Art Marks should vote to make an investment in Telco Exchange because the company possesses many of the components which could make it a potential 67 million dollar company (from our valuation by DCF method using WACC -Appendix A). Telco has a product that solves large company high cost issues revolving around telecom equipment and telecom services (makes around $250,000 per software licensing deal). They have been profitable in 2002 and the potential to have a revenue of a 50 million annual revenue in four years time. They have

The churn rate is 2% per month. So for a year retention rate,r, will be = 1-(.02*12) = .76 or 76%

The business case presented focuses on insatiable demand amongst a growing population for a service built on dilapidated, poorly maintained infrastructure, against a backdrop of government deregulation in the telecoms sector. As of 1992, there were a mere 78k telephone lines for the 27m people living in 4.7m households (a population set to double over the coming 24 years), with users suffering success rates of just 25%. Demand was forecast to grow to 500k subscribers by 1996. The recent deregulation of the telecoms sector (via the break-up of TPTC into TPC and TTCL) and the formation of a regulator (TCC) had

The current capital structure is not appropriate for Polaroid, and it will inhibit the company’s ability to meet future financial demands. After analyzing Polaroid’s current debt maturity structure, the group concluded an eventual downgrade of the company’s BBB bond rating by the end of 1996 according to the coverage ratios. The cost of debt drastically increases when a company enters the non-investment-grade status, while the switch amongst investment-grade ratings is relatively marginal. Exhibit 1 shows the maximum amount of debt Polaroid could have for each credit rating. Polaroid’s current investment-grade rating must be maintained to keep costs low and protect the Polaroid brand name. To maintain this rating, Polaroid needs to stop repurchasing stock and have an issuance of equity in 1996 to avoid a downgrade to junk status. Polaroid needs to make these changes to its capital structure to have flexibility and preserve its bond rating. Any persisting needs can be funded through debt financing.