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Waldo County, the well-known real estate developer, worked long hours, and he expected his staff to do the same. So George Chavez was not surprised to receive a call from the boss just as George was about to leave for a long summer's weekend.Mr. County's success had been built on a remarkable instinct for a good site. He would exclaim “Location! Location! Location!” at some point in every planning meeting. Yet finance was not his strong suit. On this occasion he wanted George to go over the figures for a new $90 million outlet mall designed to intercept tourists heading downeast toward Maine. “First thing Monday will do just fine,” he said as he handed George the file. “I'll be in my house in Bar Harbor if you need me.”George's first task was to draw up a summary of the projected revenues and costs. The results are shown in Table 10.8. Note that the mall's revenues would come from two sources: The company would charge retailers an annual rent for the space they occupied and in addition it would receive 5% of each store's gross sales.Construction of the mall was likely to take three years. The construction costs could be depreciated straight-line over 15 years starting in year 3. As in the case of the company's other developments, the mall would be built to the highest specifications and would not need to be rebuilt until year 17. The land was expected to retain its value, but could not be depreciated for tax purposes.Construction costs, revenues, operating and maintenance costs, and real estate taxes were all likely to rise in line with inflation, which was forecasted at 2% a year. The company's tax rate was 35% and the cost of capital was 9% in nominal terms.George decided first to check that the project made financial sense. He then proposed to look at some of the things that might go wrong. His boss certainly had a nose for a good retail project, but he was not infallible. The Salome project had been a disaster because store sales had turned out to be 40% below forecast. What if that happened here? George wondered just how far sales could fall short of forecast before the project would be underwater.
If average daily remittances are $2 million, and "extended disbursement float" adds 2 days to the disbursement schedule, how much should the firm be willing to pay for a cash management system if the firm earns 11% on excess funds.
Why should companies use a project's net cash flows rather than its accounting income when determining a project's NPV? What are the major types of project risk?
Bay-Mart expects to have a net capital expenditure of $300 million and an increase in non-cash working capital of $30 million. The firm has a debt-to-capital ratio of 40%.
Would a current ratio
convertible bonds please respond to the followingfrom the e-activity recommend two actions that the selected company
When he purchased the stock two years ago, dayne paid $59.50 per share. Every three months during the time that he held the stock, dayne received a quarterly dividend equal to $.50.
Evaluate the original price per share that the firm sold its single issue of common stock - issue of preferred stock and one issue of common stock outstanding
What is the difference between the breakeven points for Machines A and B? (Hint: Find BEB - BEA)
Would such a move be appropriate, given the investment objectives of the fund?
Computation of savings with Interest rate swaps on the borrowings - What range of interest rates would make this swap attractive to both parties?
Southwest U's campus book store sells course packs for $17 each, the variable cost per pack is $7, fixed costs to produce the packs are $200,000, and expected annual sales are 43,000 packs. What are the pre-tax profits from sales of course packs?
Acme has been in acquisition talks with 2 different European firms. JEL Industries is headquartered in country that is part of European Union while DBC Industries is headquartered in European country that doesn't belong to the Union and doesn't us..
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