Financial Management: Theory & Practice
Financial Management: Theory & Practice
16th Edition
ISBN: 9781337909730
Author: Brigham
Publisher: Cengage
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Chapter 12, Problem 3MC
Summary Introduction

Case summary:

The company H’s price of stock is lagging its industrial averages. So that the board of directors of the company are decided to change the CEO of the company. The company posted person A as a new CEO. After the posting of person X in the company the financial forecast become improved. He is always comparing company H’s financial ratios to the industrial averages. Then it helps to improve the situations.

To discuss: Capital intensity, the manner in which decline in capital intensity effect the AFN, economies of scale joint with the rapid growth impact capital intensity, the manner in which alteration in each of the following impacts AFN.

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You have been appointed as a Senior Financial Analyst for a multi-national manufacturing concern. Your appointment was being discussed for so long among board members as majority of them believed that this position is not really required as they already have a team of 4 qualified financial analysts. Only CFO was convinced to have you onboard and primarily he is impressed by your previous experiences of writing financial performance reports. He also wants you to lead current team of financial analysts. In your first meeting with CFO, you have been provided with most recent Financial Statements you have been given an assignment to prepare a report on profitability, liquidity, and capital structure of the company. CFO also needs your advice if company should go for debt financing for $2.5M. Below is the extract From Financial Statements that is made by one of your team mates. All figures are rounded to $000.
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Relco Industries recently purchased Arbeck, Inc., a manufacturer of electrical components that the construction industry uses. Roland Ford has been appointed as chief financial officer of Arbeck, and the president of Relco, Martha Sanderson, has asked him to prepare an organizational chart for his department at Arbeck. The chart that Ford has prepared is shown in the figure. Ford believes that the treasurer’s department should include the following employees: assistant treasurer, manager of accounts receivable and four subordinates, manager of investments and three subordinates, and manager of stockholder relations and two subordinates—a total of 13 employees besides the treasurer.The controller’s department should consist of an assistant controller, a manager of general accounting and four subordinates, a manager of fixed asset control and three subordinates, and a manager of cost accounting with four subordinates—a total of 15 employees besides the controller.When Ford presented his…
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