Questions
As a young and upcoming graduate who has shown interest in becoming an engineer in the...

As a young and upcoming graduate who has shown interest in becoming an engineer in the near future, discuss your take on management of engineering design.
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In: Operations Management

Part One: Explain what the following are: OSHA, Risk Management, Quality Assurance, near misses, and adverse...

Part One: Explain what the following are: OSHA, Risk Management, Quality Assurance, near misses, and adverse events. write half page

In: Operations Management

For products such as home appliances, toys, garments, and consumer electronics, what factors would influence selecting...

For products such as home appliances, toys, garments, and consumer electronics, what factors would influence selecting an onshore, near-shore, or offshore supplier?

In: Operations Management

Give one real-life example of a monopoly (or near-monopoly) in any economy, and explain what market-entry...

Give one real-life example of a monopoly (or near-monopoly) in any economy, and explain what market-entry barriers make it a monopoly

In: Economics

What happens if you perform a double slit experiment near an event horizon, if one of...

What happens if you perform a double slit experiment near an event horizon, if one of the slits is outside, one is inside the event horizon?

In: Physics

Quantitative Problem: Barton Industries estimates its cost of common equity by using three approaches: the CAPM,...

Quantitative Problem: Barton Industries estimates its cost of common equity by using three approaches: the CAPM, the bond-yield-plus-risk-premium approach, and the DCF model. Barton expects next year's annual dividend, D1, to be $1.60 and it expects dividends to grow at a constant rate g = 5.1%. The firm's current common stock price, P0, is $29.00. The current risk-free rate, rRF, = 4.4%; the market risk premium, RPM, = 5.7%, and the firm's stock has a current beta, b, = 1.3. Assume that the firm's cost of debt, rd, is 7.51%. The firm uses a 3.7% risk premium when arriving at a ballpark estimate of its cost of equity using the bond-yield-plus-risk-premium approach. What is the firm's cost of equity using each of these three approaches? Round your answers to 2 decimal places. CAPM cost of equity: % Bond yield plus risk premium: % DCF cost of equity: % What is your best estimate of the firm's cost of equity? -Select-The best estimate is the highest percentage of the three approaches.The best estimate is the average of the three approaches.The best estimate is the lowest percentage of the three approaches.

In: Finance

Luke and Sarah lived in a house in Albury where they both had permanent jobs. In...

Luke and Sarah lived in a house in Albury where they both had permanent jobs. In July 2012 they purchased a rural block of 30 acres for $160,000 with the intention of building a house and moving out of town. In September 2012 they listed their house in Albury for sale at $570,000, however given a downturn in the market the house remained unsold until March 2014 when they finally accepted an offer of $460,000. Settlement took place in April 2014 and they commenced construction on the new house in May 2014. Whilst the house was being built Luke and Sarah rented the Albury house back from the new owners at an amount of $480 per week.

In November 2014 the new house was completed at a cost of $410,000 and Luke and Sarah moved in. Additional costs incurred by them included construction of a road for $15,000, sinking a dam at a cost of $30,000 and connection of electricity at a cost of $40,000. They financed the new property with a home loan of $450,000 payable over 30 years at a rate of 4.20%.

Luke and Sarah began a horse agistment business in January 2015 to which they allocated 20 acres of their property. They constructed fencing to create smaller paddocks, built shade shelters and installed water troughs at a total cost of $80,000. To fund the cost of the improvements they took out a small business loan for $80,000 payable over 10 years at a rate of 5.30%.

In October 2019, Luke was offered a promotion in his job which required them to re-locate to Queensland. They listed the rural property for sale and in December 2019 it sold for an amount of $850,000 with settlement occurring in January 2020 at which time Luke and Sarah moved to Queensland.

Required

Advise Luke and Sarah of the taxation consequences of selling the rural property including whether any taxation exemptions or concessions may apply. You do not need to calculate the amount of any resulting capital gain or loss .

In: Accounting

Luke and Sarah lived in a house in Albury where they both had permanent jobs. In...

Luke and Sarah lived in a house in Albury where they both had permanent jobs. In July 2012 they purchased a rural block of 30 acres for $160,000 with the intention of building a house and moving out of town. In September 2012 they listed their house in Albury for sale at $570,000, however given a downturn in the market the house remained unsold until March 2014 when they finally accepted an offer of $460,000. Settlement took place in April 2014 and they commenced construction on the new house in May 2014. Whilst the house was being built Luke and Sarah rented the Albury house back from the new owners at an amount of $480 per week.

In November 2014 the new house was completed at a cost of $410,000 and Luke and Sarah moved in. Additional costs incurred by them included construction of a road for $15,000, sinking a dam at a cost of $30,000 and connection of electricity at a cost of $40,000. They financed the new property with a home loan of $450,000 payable over 30 years at a rate of 4.20%.

Luke and Sarah began a horse agistment business in January 2015 to which they allocated 20 acres of their property. They constructed fencing to create smaller paddocks, built shade shelters and installed water troughs at a total cost of $80,000. To fund the cost of the improvements they took out a small business loan for $80,000 payable over 10 years at a rate of 5.30%.

In October 2019, Luke was offered a promotion in his job which required them to re-locate to Queensland. They listed the rural property for sale and in December 2019 it sold for an amount of $850,000 with settlement occurring in January 2020 at which time Luke and Sarah moved to Queensland.

Required

Advise Luke and Sarah of the taxation consequences of selling the rural property including whether any taxation exemptions or concessions may apply. You do not need to calculate the amount of any resulting capital gain or loss .

In: Accounting

Luke and Sarah lived in a house in Albury where they both had permanent jobs. In...

Luke and Sarah lived in a house in Albury where they both had permanent jobs. In July 2012 they purchased a rural block of 30 acres for $160,000 with the intention of building a house and moving out of town. In September 2012 they listed their house in Albury for sale at $570,000, however given a downturn in the market the house remained unsold until March 2014 when they finally accepted an offer of $460,000. Settlement took place in April 2014 and they commenced construction on the new house in May 2014. Whilst the house was being built Luke and Sarah rented the Albury house back from the new owners at an amount of $480 per week.

In November 2014 the new house was completed at a cost of $410,000 and Luke and Sarah moved in. Additional costs incurred by them included construction of a road for $15,000, sinking a dam at a cost of $30,000 and connection of electricity at a cost of $40,000. They financed the new property with a home loan of $450,000 payable over 30 years at a rate of 4.20%.

Luke and Sarah began a horse agistment business in January 2015 to which they allocated 20 acres of their property. They constructed fencing to create smaller paddocks, built shade shelters and installed water troughs at a total cost of $80,000. To fund the cost of the improvements they took out a small business loan for $80,000 payable over 10 years at a rate of 5.30%.

In October 2019, Luke was offered a promotion in his job which required them to re-locate to Queensland. They listed the rural property for sale and in December 2019 it sold for an amount of $850,000 with settlement occurring in January 2020 at which time Luke and Sarah moved to Queensland.

Required

Advise Luke and Sarah of the taxation consequences of selling the rural property including whether any taxation exemptions or concessions may apply. You do not need to calculate the amount of any resulting capital gain or loss

In: Finance

NBA San Francisco Warriors played in San Francisco for nine seasons before relocating to Oakland, CA...

NBA San Francisco Warriors played in San Francisco for nine seasons before relocating to Oakland, CA in 1971 and renaming themselves the Golden State Warriors. Their new home was the Oakland Alameda County Arena, a $24 million, 13,000-seat facility built in 1966. In 1997, a $121 million renovation expanded the facility to 20,000 seats and in 2007 it was renamed Oracle Arena. The Warriors won three NBA Championships in 1975, 2015, and 2017 in that facility. Despite playing in the oldest arena in the NBA, the Warriors’ success on the court led to a season ticket waiting list with about 40,000 fans.
Oracle Arena is owned by the joint city-county governmental agency called the Oakland Alameda County Coliseum Authority (OACCA). The city and county taxpayers covered the original arena construction cost and in 1996 issued $140 million in construction bonds for the renovation. That year the Warriors signed a 20-year lease that included paying $1.5 million for rent as well as the first $7.4 million of their premium seating revenue to the OACCA. The OACCA retained 5% of each ticket sold, a portion of the naming rights, parking revenue, and concession revenue. The OACCA share of annual ticket revenue tripled to $6.5 million in the period between 2011 and 2016 as the Warriors’ popularity grew. The OACCA also covered costs including maintenance and operation of the arena, some game day production and marketing expenses, and about $22 million for the principal and interest on the loan. In 2016, the OACCA required contributions of $11 million from both the city and county to balance their budget.
In 2012, the Warriors announced their intentions to leave Oracle Arena and build a new facility on the waterfront in San Francisco. After years of opposition and ballooning costs, the team altered their plans and in April 2014 paid a reported $250 million to purchase a different plot of land south of the San Francisco Giant’s AT&T Park. After several years of lawsuits from a local hospital concerned with arena crowds reducing patient and ambulance access, ground breaking took place in January 2017. The 11-acre development built and owned by the Warriors encompasses the 18,000 seat Chase Center arena, 100,000 square feet of retail space, and 580,000 square feet of office space. Half of the office space has already been rented out by ride-sharing firm Uber and JPMorgan Chase paid $300 million over 20 years for the naming rights.
Despite excitement about the new arena, the Warriors are responsible for the $1 billion cost. Arenas need to book events 200 or more days a year to break even. When the Chase Center opens in 2019, it will compete to fill those 200 dates with other local arenas including the newly abandoned Oracle Arena in Oakland, the 80-year-old Cow Palace south of San Francisco, and the SAP Center 45 miles away in San Jose. Notably, there are no other large, modern arenas within San Francisco leading some to suggest the Chase Center will have the upper hand in booking events. As evidence of the Warriors hopes for high profit potential, two years before opening they announced suites will range from $525,000 to $2.5 million in the Chase Center while they cost only $200,000 to $300,000 at Oracle Arena.
Back in Oakland, Oracle Arena will see their average of 110 annual events decrease by about 50 because of the loss of the Warriors. In addition, there will still be approximately $55 million remaining to be paid on the bonds they issued in 1996.
Please answer the following questions for discussion
1. From a finance perspective, why did the Warriors allocate $1 billion to build a new arena?
2. What new revenue streams might the Warriors generate that could cover the cost of the new arena?
3. What specific risks do the Warriors face in taking on the full cost of the project?
4. If the Warriors used bonds to finance a portion of their costs, what criteria would lenders use to evaluate their ability to repay the loan?









In: Finance