Fundamentals of Corporate Finance
11th Edition
ISBN: 9780077861704
Author: Stephen A. Ross Franco Modigliani Professor of Financial Economics Professor, Randolph W Westerfield Robert R. Dockson Deans Chair in Bus. Admin., Bradford D Jordan Professor
Publisher: McGraw-Hill Education
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Chapter 1, Problem 16CRCT
Summary Introduction
To think critically about: Whether the compensation to the top managers is higher.
Introduction:
The managers will often have an important economic incentive to maximize the value of shares. Commonly, the first incentive is that the managerial compensation is often tied to the financial performance in common to offer share value.
The second incentive the managers relate to the prospects of the job is to promote the top performers in the firm.
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Chapter 1 Solutions
Fundamentals of Corporate Finance
Ch. 1.1 - What is the capital budgeting decision?Ch. 1.1 - What do you call the specific mixture of long-term...Ch. 1.1 - Prob. 1.1CCQCh. 1.2 - Prob. 1.2ACQCh. 1.2 - Prob. 1.2BCQCh. 1.2 - Prob. 1.2CCQCh. 1.2 - Prob. 1.2DCQCh. 1.3 - Prob. 1.3ACQCh. 1.3 - What are some shortcomings of the goal of profit...Ch. 1.3 - Prob. 1.3CCQ
Ch. 1.4 - Prob. 1.4ACQCh. 1.4 - Prob. 1.4BCQCh. 1.4 - What incentives do managers in large corporations...Ch. 1.5 - Prob. 1.5ACQCh. 1.5 - Prob. 1.5BCQCh. 1.5 - Prob. 1.5CCQCh. 1 - Deciding which fixed assets should be purchased is...Ch. 1 - What form of ownership is easiest to transfer?Ch. 1 - Prob. 1.3CTFCh. 1 - Prob. 1.4CTFCh. 1 - Prob. 1CRCTCh. 1 - Prob. 2CRCTCh. 1 - Prob. 3CRCTCh. 1 - Prob. 4CRCTCh. 1 - Prob. 5CRCTCh. 1 - Prob. 6CRCTCh. 1 - Prob. 7CRCTCh. 1 - Primary versus Secondary Markets [LO3] Youve...Ch. 1 - Auction versus Dealer Markets [LO3] What does it...Ch. 1 - Not-for-Profit Firm Goals [LO2] Suppose you were...Ch. 1 - Goal of the Firm [LO2] Evaluate the following...Ch. 1 - Ethics and Firm Goals [LO2] Can our goal of...Ch. 1 - Prob. 13CRCTCh. 1 - Prob. 14CRCTCh. 1 - Prob. 15CRCTCh. 1 - Prob. 16CRCTCh. 1 - Prob. 1MCh. 1 - Prob. 2MCh. 1 - Prob. 3M
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- Karen Johnson, CFO for Raucous Roasters (RR), a specialty coffee manufacturer, is rethinking her company’s working capital policy in light of a recent scare she faced when RR’s corporate banker, citing a nationwide credit crunch, balked at renewing RR’s line of credit. Had the line of credit not been renewed, RR would not have been able to make payroll, potentially forcing the company out of business. Although the line of credit was ultimately renewed, the scare has forced Johnson to examine carefully each component of RR’s working capital to make sure it is needed, with the goal of determining whether the line of credit can be eliminated entirely. In addition to (possibly) freeing RR from the need for a line of credit, Johnson is well aware that reducing working capital will improve free cash flow. Historically, RR has done little to examine working capital, mainly because of poor communication among business functions. In the past, the production manager resisted Johnson’s efforts to question his holdings of raw materials, the marketing manager resisted questions about finished goods, the sales staff resisted questions about credit policy (which affects accounts receivable), and the treasurer did not want to talk about the cash and securities balances. However, with the recent credit scare, this resistance has become unacceptable and Johnson has undertaken a company-wide examination of cash, marketable securities, inventory, and accounts receivable levels. Johnson also knows that decisions about working capital cannot be made in a vacuum. For example, if inventories could be lowered without adversely affecting operations, then less capital would be required, and free cash flow would increase. However, lower raw materials inventories might lead to production slowdowns and higher costs, and lower finished goods inventories might lead to stockouts and loss of sales. So, before inventories are changed, it will be necessary to study operating as well as financial effects. The situation is the same with regard to cash and receivables. Johnson has begun her investigation by collecting the ratios shown here. (The partial cash budget shown after the ratios is used later in this mini case.) Johnson plans to use the preceding ratios as the starting point for discussions with RR’s operating team. Based on the data, does RR seem to be following a relaxed, moderate, or restricted current asset usage policy?arrow_forwardBecause the company is in a start-up stage, corporate management feels that the East sales territory is creating too much of a cash drain on the company and it should be eliminated. If East is discontinued, one sales manager (whose salary is P40,000 per year) will be relocated to the West territory. By how much would Opal’s income decrease if the East territory is eliminated?arrow_forwardYou are a supply chain manager at a UK firm. In 2010, a volcano broke out in Iceland, disrupting air travel across Europe. On the one hand, you are considering switching to local suppliers in the UK. On the other hand, you feel bad about abandoning your Asian suppliers, with whom you have built a pleasant personal and business relationship, and who – in the long run – may be able to deliver products much cheaper. Yet, your tightly coordinated production cannot afford to miss one supply shipment. How do you proceed?arrow_forward
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