Equipment

Case Solution for Burlington Northern Railroad Company: Equipment Leasing

Complete Case details are given below :

Case Name :      Burlington Northern Railroad Company: Equipment Leasing
Authors :           Kenneth Eades
Source :             Darden School of Business
Case ID :           UV0245
Discipline :        Finance
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The director of equipment finance at Burlington Northern Railroad Company must decide if a leveraged-lease proposal is acceptable. The case emphasizes the importance of the lessee’s tax status to the value of the lease and how the perception of residual value affects the valuation for both the lessee and lessor. To value the lease properly, the student must identify the relevant cash flows and the appropriate discount rates for those flows.
 
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Case Solution for Eli Lilly and Company: Globalization, Foreign Tax Credits, and Equipment Leasing

Complete Case details are given below :

Case Name :      Eli Lilly and Company: Globalization, Foreign Tax Credits, and Equipment Leasing
Authors :           Jordan Posell, Kenneth Eades
Source :             Darden School of Business
Case ID :           UV0606
Discipline :        Finance
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Eli Lilly’s Worldwide Treasury organization is integrating the effects of foreign tax credits into its lease-versus-purchase analysis for new equipment. The case serves as a review of discounted-cash-flow analysis for operating leases as well as an introduction to the effects of foreign tax credits on an international corporation’s overall tax payments. The student must adapt a spreadsheet by allocating leasing, depreciation, and interest expenses to compute their effect on Lilly’s excess foreign tax credits and its overall tax liability.
 
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Case Solution for Medical Equipment Inc. in Saudi Arabia

Complete Case details are given below :
Case Name :      Medical Equipment Inc. in Saudi Arabia
Authors :           Joerg Dietz, Ankur Grover, Laura Guerrero
Source :             Ivey Publishing
Case ID :            907C42
Discipline :        General Management
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A recently hired U.S.-trained sales account manager at Medical Equipment Inc. (Medical Equipment) returned to his office after meeting with the head of the cardiology department at a specialist hospital and research center in Jeddah, Saudi Arabia. He had worked very hard to secure his first sale of US$725,000 for healthcare equipment, but was disheartened when the head of cardiology told him that the hospital’s purchasing director intended to give the order to Medical Equipment’s main competitor. The competition’s sales representative and the purchasing director had known each other for 10 years and the head cardiologist implied that there might be side payments involved. The sales account manager knew Medical Equipment’s product was superior and wondered how he could secure the order without having a history with the purchasing director or without engaging in practices he found ethically questionable.
 
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Case Solution for Mountain Equipment Co-op: The Private Label Strategy

Complete Case details are given below :
Case Name :      Mountain Equipment Co-op: The Private Label Strategy
Authors :           Matthew Thomson, Ken Mark
Source :             Ivey Publishing
Case ID :            W12055
Discipline :        General Management
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Mountain Equipment Co-op (MEC) is a well-known Canadian retailer of outdoor clothing and equipment. While it stocks a range of branded products in its stores, a key source of profits is its private label line of products, which spans the entire range of products offered at MEC. The challenge MEC faces is how to continue to develop and launch innovative private labeled products while recognizing that these private labeled products may be direct competitors of MEC’s assortment of global brands. MEC needs to be able to develop its line-up without being seen as infringing on intellectual property or being too much of a “follower.” In assessing how MEC can develop its line-up, students can review MEC’s philosophy as a co-operative (in which it positions itself as being different from corporations) and its design philosophy.
 
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Case Solution for Volvo Construction Equipment: Managing a Plant Closure (A)

Complete Case details are given below :
Case Name :      Volvo Construction Equipment: Managing a Plant Closure (A)
Authors :           Mary Weil, Ken Mark
Source :             Ivey Publishing
Case ID :            W13028
Discipline :        General Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The vice-president and general manager of the Canadian operations of a multinational vehicle manufacturer learns that the plant he supervises will be shut down in 15 months. In the months leading up to the shutdown announcement and subsequent winding down, he needs to manage the communications and followup with several stakeholder groups. The vice-president and general manager needs to balance several issues, including the need to keep production high and waste down, while preparing to lay off the workers who will be contributing to the plant’s short-term success.
 
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Case Solution for Worldwide Equipment (China) Ltd.: A Sales Performance Dilemma

Complete Case details are given below :
Case Name :      Worldwide Equipment (China) Ltd.: A Sales Performance Dilemma
Authors :           June Cotte, Alan Wenchu Yang
Source :             Ivey Publishing
Case ID :            902A28
Discipline :        Marketing
Case Length :    19 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Worldwide Equipment Ltd. is one of the world’s largest manufacturers of heating, ventilating, and air-conditioning equipment. The Beijing regional sales manager has just heard that the sales performance of his office ranked the lowest among the sales offices in China. As a result, the Beijing sales force will not receive their year-end bonuses unless the situation can be turned around quickly. The regional sales manager must determine whether the sales management process or a recent new hire on the sales force, whose hiring was strongly suggested by the manager’s boss, are to blame for the poor sales performance and how to keep the situation from recurring.
 
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Case Solution for Mountain Equipment Co-op: Digital Strategy

Complete Case details are given below :
Case Name :      Mountain Equipment Co-op: Digital Strategy
Authors :           Raymond Pirouz, Ken Mark
Source :             Ivey Publishing
Case ID :            W13265
Discipline :        Marketing
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The vice-president of marketing and communications at Mountain Equipment Co-op, a retailer of outdoor sporting goods, is examining its marketing strategy following the decision to stop producing its physical catalogue. The 40-year-old retailer wants to broaden its reach beyond its hard-core group of customers. Although it currently has an online presence, it needs to further develop its online sales and outreach programs.
 
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Case Solution for Paramount Equipment

Complete Case details are given below :
Case Name :      Paramount Equipment
Authors :           Carliss Y. Baldwin, Wei Wang
Source :             HBS Brief Cases
Case ID :            914557
Discipline :        Finance
Case Length :    13 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Paramount Equipment, Inc., based in Fort Wayne, Indiana, is a large manufacturer of cranes and compact construction equipment, aerial work platforms, and food service equipment. Founded in 1987, Paramount now had manufacturing operations in 24 countries. However, it lost its competitive position because it took on too much debt in the form of bank borrowings relative to the risk level of its business. Now the company must seek funding and guarantees in order to restructure its debt. Paramount’s future depends on whether existing lenders, management, and the government of Ontario-where the company employs more than 7,000-can reach a feasible restructuring and refinancing plan fast and whether Paramount was able to secure a capital injection from new investors. Students must determine the optimal capital structure policy consistent with competitive risks and assess available tools for financing a company in financial distress. The case requires students to perform only limited quantitative analysis and is ideal for use in first-year MBA courses in financial strategy or corporate finance. It would also work well in advanced undergraduate finance courses that cover capital structure and financial distress.
 
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