Kenneth Halabi is a financial executive with Pharoah Enterprises. Although Kenneth has not had any formal training in finance accounting, he has a good sense for numbers and has helped the company grow from a very small company ($540,000 in sales) a large operation ($48.60 million in sales). With the business growing steadily, however, the company needs to make a number a difficult financial decisions in which Kenneth feels a little over his head. He therefore has decided to hire a new employee with numbers expertise to help him. As a basis for determining whom to employ, he has decided to ask each prospective employee to prepare answers to questions relating to situations he has encountered recently. The following are the facts for the second question asked of prospective employees. Last year the company exchanged a piece of land for a non-interest-bearing note. The note is to be paid at the rate of $14,300 per year for nine years, beginning one year from the date of disposal of the land. An appropriate rate of interest for the note was 10% (market rate). At the time the land was originally purchased, it cost $85,800. Click here to viour stable DOCCI

Kenneth Halabi is a financial executive with Pharoah Enterprises. Although Kenneth has not had any formal training in finance accounting, he has a good sense for numbers and has helped the company grow from a very small company ($540,000 in sales) a large operation ($48.60 million in sales). With the business growing steadily, however, the company needs to make a number a difficult financial decisions in which Kenneth feels a little over his head. He therefore has decided to hire a new employee with numbers expertise to help him. As a basis for determining whom to employ, he has decided to ask each prospective employee to prepare answers to questions relating to situations he has encountered recently. The following are the facts for the second question asked of prospective employees. Last year the company exchanged a piece of land for a non-interest-bearing note. The note is to be paid at the rate of $14,300 per year for nine years, beginning one year from the date of disposal of the land. An appropriate rate of interest for the note was 10% (market rate). At the time the land was originally purchased, it cost $85,800. Click here to viour stable DOCCI

Corporate Fin Focused Approach

5th Edition

ISBN:9781285660516

Author:EHRHARDT

Publisher:EHRHARDT

Chapter12: Corporate Valuation And Financial Planning

Section: Chapter Questions

Problem 1gM

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Hatfield Medical Supplys stock price had been lagging its industry averages, so its board of directors brought in a new CEO, Jaiden Lee. Lee had brought in Ashley Novak, a finance MBA who had been working for a consulting company, to replace the old CFO, and Lee asked Novak to develop the financial planning section of the strategic plan. In her previous job, Novaks primary task had been to help clients develop financial forecasts, and that was one reason Lee hired her. Novak began by comparing Hatfields financial ratios to the industry averages. If any ratio was substandard, she discussed it with the responsible manager to see what could be done to improve the situation. The following data show Hatfields latest financial statements plus some ratios and other data that Novak plans to use in her analysis. Hatfield Medical Supply (Millions of Dollars, Except per Share Data) Selected Additional Data for 2019 Using Hatfields data and its industry averages, how well run would you say Hatfield appears to be in comparison with other firms in its industry? What are its primary strengths and weaknesses? Be specific in your answer and point to various ratios that support your position. Also, use the DuPont equation (see Chapter 3) as one part of your analysis.
Hatfield Medical Supplys stock price had been lagging its industry averages, so its board of directors brought in a new CEO, Jaiden Lee. Lee had brought in Ashley Novak, a finance MBA who had been working for a consulting company, to replace the old CFO, and Lee asked Novak to develop the financial planning section of the strategic plan. In her previous job, Novaks primary task had been to help clients develop financial forecasts, and that was one reason Lee hired her. Novak began by comparing Hatfields financial ratios to the industry averages. If any ratio was substandard, she discussed it with the responsible manager to see what could be done to improve the situation. The following data show Hatfields latest financial statements plus some ratios and other data that Novak plans to use in her analysis. Hatfield Medical Supply (Millions of Dollars, Except Per Share Data) Selected Additional Data for 2018 Using Hatfields data and its industry averages, how well run would you say Hatfield appears to be compared to other firms in its industry? What are its primary strengths and weaknesses? Be specific in your answer, and point to various ratios that support your position. Also, use the DuPont equation (see Chapter 7) as one part of your analysis.
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Otis is the CEO of Bay Corp. The company has been struggling for the last few years and is in danger of defaulting on several of its bank loan covenants. Otis is facing significant pressure from the board of directors to turn the company around. Unless he meets all of the financial goals for the year, he will be out the door without a golden parachute. To improve the financial appearance of the company, Otis undertakes a scheme to boost the balance sheet by faking inventory. The analysis of what financial ratio would most likely bring this scheme to light? Inventory turnover Quick ratio Collection ratio Profit margin
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Too little working capital had been a constant problem at Industrial Robotics (IR), a designer of automated manufacturing equipment. But, in 2010, with 47 employees and seven offices across North America, IR faced a cash shortage that threatened to hit $1 million. Founder Jack Miller wasn’t concerned. But his banker, Mario Sarducci, thought that amount was too much for a company barely doing $5 million in sales. Sarducci had worked on the IR file for the previous decade and wanted Miller to reduce his travelling expenses, shrink overhead, maximize profits, and give the bank good financial information. “You’re not running a profitable operation,” Sarducci lectured, “and your balance sheet doesn’t support your credit. My bank has gone as far as it will go.” Indeed, the bank had gone even further. At the end of 2010, IR had overdrawn its $800,000 line of credit by $300,000. If Sarducci had refused to honour those cheques, he would have forced the company to close. But Miller wasn’t…