BDI is looking to acquire a distressed pitchfork company. BDI is able to pay cash to fund the acquisition. The company president has asked you to evaluate the potential acquisition, and ultimately make a recommendation about wheather BDI should purchase the pitchfork company and if so, for what price. From your analysis and evaluation of the pitchfork company's financial statements, you put together the following table of sales forecasts (numbers in millions):

Pre-Merger Beta: 1.75

Pre-Merger % Debt: 35%

Pre-Merger Debt: $27.5 million

Pre-Merger Debt Rd: 9.5%

Tax Rate: 35%

You also gathered the following market information:

Risk Free Rate 2.4%

Market Risk Premium 5.0%

Your study of the pitchfork market shows that with the merger and introduction of a new cardinal red and navy blue pitchfork sales will grow stongly for the next 2 years, but that overall the market is mature, and expected to grow at only a 2% constant rate after 2020. BDI would need to invest $500,000 in operating captial in 2019 to build the required inventory to start sales.

Deliverables:

1.) Complete an APV valuation analysis for the examined pitchfork company. 2.) Assume that the examined pitchfork company has 1.5 million shares outstanding. What is the maximum price BDI should pay per share? Would you recommend they offer this price (Pitchfork company stock price is $18.75 a share)? Why or why not? 3.) Given BDI's strong balance sheet, they could likely recapitalize the pitchfork company with 70% debt at the end of 2 years (this amounts to $75.5 million of debt at the end of 2020 at the same interest rate). What is the value of the pitchfork company's equity with this capital structure?

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What is the mission of the CEO IN  HEALTHCARE

Assume all salaries are paid at the end of each year; evaluate the three options for peter

option 1. Stay in his current job

Annual salary $520,000 and his salary is expected to increase by 5.25% per year for 38 more years until retirement.

Peter's remuneration package includes base salary and medical and dental health care insurance plans. Assume individual income tax rate is 20%.

Option 2. Nanyang business school full-time MBA 1 yr plan

Tuition fee is $55,000, books and other supplies cost $1,200. Upon graduation, peter expects to receive offers with remuneration package that includes a base salary of $520,000 per year, signing bonus of $30,000 as well as medical and dental health care insurance. His salary will be increased by 7.25%. Individual tax rate is 20%.

Option 3. Singapore management university 1 yr plan

Tuition fee is $60,990, books and other supplies cost is $1,500. Upon graduation, peter expects to receive offers with a remuneration package that includes a base salary of $540,000 per year, signing bonus of $10,000 as well as medical and dental health care insurance plans. His salary will be increased by 7% per year. Assume individual income tax rate is 20%.

* Peter estimates that the living and miscellaneous expenses at both universities may cost $4,000 more. Assume the tuition fee as well as the additional living and miscellaneous expenses are payable at the beginning of each term and the discount rate is 8%.

Identify the kind of problem with the following questions:

1. Do you know the day of the week when you joined your job?
2. Don’t you think that employees should be paid bonus for this quarter?
3. Do you agree that disabled employees should be laid off?
4. To what extent do you believe that MBA is a challenging course and is related to your job?

Q7. Marketing management is described as a total organizational activity which calls for a total corporate effort for business sustainability. As a Business Development Manager of your firm, identify and assess five (5) contributions of Marketing in growing and sustaining the business.

(Please the Expert needs to submit a detailed answer which must be a standout in a very competitive MBA Marketing Class).

CASE STUDY IKEA
The first few years of the twenty-first century were difficult for IKEA, the U$31 billion global furniture powerhouse based in Sweden. The Euro’s strength dampened financial results, as did an economic downturn in Central Europe. The company faced increasing competition from hypermarkets, “do-it-yourself” retailers such as Walmart, and supermarkets that were expanding into home furnishings. Looking to the future, CEO Anders Dahlvig is stressing three areas for improvement: product assortment, customer service, and product availability. With stores in 38 countries, the company’s success reflects founder Ingvar Kamprad’s “social ambition” of selling a wide range of stylish, functional home furnishings at prices so low that the majority of people can afford to buy them. The store exteriors are painted bright blue and yellow: Sweden’s national colours. Shoppers view furniture on the main floor in scores of realistic settings arranged throughout the cavernous showrooms. At IKEA, shopping is a self-service activity; after browsing and writing down the names of desired items, shoppers can pick up their furniture on the lower level. There they find “flat packs” containing the furniture in kit form; one of the cornerstones of IKEA’s strategy is having customers take their purchases home in their own vehicles and assemble the furniture themselves. The lower level of a typical IKEA store also contains a restaurant, a grocery store called the Swede Shop, a supervised play area for children, and a baby care room. IKEA’s unconventional approach to the furniture business has enabled it to rack up impressive growth in an industry in which overall sales have been flat. Sourcing furniture from a network of more than 1,600 suppliers in 55 countries helps the company maintain its low-cost, high-quality position. During the 1990s, IKEA expanded into Central and Eastern Europe. Because consumers in those regions have relatively low purchasing power, the stores offer a smaller selection of goods; some furniture is designed specifically for the cramped living styles typical in former Soviet bloc countries. Throughout Europe, IKEA benefits from the perception that Sweden is the source of high-quality products and efficient service. Currently, Germany and the United Kingdom are IKEA’s top two markets. The United Kingdom represents the fastest-growing market in Europe. Although Britons initially viewed the company’s less-is-more approach as cold and “too Scandinavian,” they were eventually won over. IKEA currently has 18 stores in the United Kingdom and plans call for opening more in the next decade. As Allan Young, creative director of London’s St. Luke’s advertising agency, noted, “IKEA is anti-conventional. It does what it shouldn’t do. That’s the overall theme for all IKEA advertisements: liberation from tradition.” In 2005, IKEA opened two stores near Tokyo; more stores are on the way as the company expands in Asia. IKEA’s first attempt to develop the Japanese market in the mid-1970s resulted in failure. Why? As Tommy Kullberg, former chief executive of IKEA Japan, explained, “In 1974, the Japanese market from a retail point of view was closed. Also, from the Japanese point of view, I do not think they were ready for IKEA, with our way of doing things, with flat packages and asking the consumers to put things together and so on.” However, demographic and economic trends are much different today. After years of recession, consumers are seeking alternatives to paying high prices for quality goods. Also, IKEA’s core customer segment—post–baby boomers in their 30s—grew nearly 10 percent between 2000 and 2010. In Japan, IKEA offers home delivery and an assembly service option. Industry observers predict that North America will eventually rise to the number one position in terms of IKEA’s worldwide sales. The company opened its first U.S. store in Philadelphia in 1985; as of 2010, IKEA operated stores in 48 stores in North America. Plans call for opening at least several more U.S. stores each year through 2015. Goran Carstedt, former president of IKEA North America, described his target market by noting, “Our customers understand our philosophy, which calls for each of us to do a little in order to save a lot. They value our low prices. And almost all of them say they will come back again.” As one industry observer noted, “IKEA is on the way to becoming the Walmart Stores of the home-furnishing industry. If you’re in this business, you’d better take a look.” (Keegan & Green, 2014)

QUESTION >>

1. The process of global market segmentation begins with the choice of one or more variables to use as a basis for grouping customers. Companies such as IKEA should attempt to identify consumers in different countries who share similar needs and desires. By performing market segmentation, marketers can generate the insights needed to devise the most effective approach. Assess the variables that global marketers can use to segment global markets and give an example of each.

On January 1, 2020, the company signed on a lease contract which qualifies as finance lease. It calls for annual payments of $52,538 at 1/1/2020 for the first payments, and 12/31 of each year thereafter over a six-year lease term. The present value of total lease payment is $280,000 under 5% annual interest rate. Make journal entries for each of following dates, including any interest or amortization expenses.

January 1, 2020, signs the lease contract and makes the first payment of $52,538:

December 31, 2020, fiscal year-end, the second payment of $52,538:

December 31, 2021, fiscal year-end, the third payment of $52,538:

On March 1, 2020, Crane Company sold goods to Goosen Inc. for $702,000 in exchange for a 5-year, zero-interest-bearing note in the face amount of $1,182,911 (an inputed rate of 11%). The goods have an inventory cost on Crane’s books of $395,000.

(a) Prepare the journal entries for Crane on March 1, 2020. (Credit account titles are automatically indented when the amount is entered. Do not indent manually. If no entry is required, select "No entry" for the account titles and enter 0 for the amounts.)

(b) Prepare the journal entries for Crane on December 31, 2020.