TexMex Food Company Is Considering A New Salsa Whose Data Are Shown Below.

Problem #1: TexMex Food Company is considering a new salsa whose data are shown below.  The equipment to be used would be depreciated by the straight-line method over its 3-year life and would have a zero salvage value, and no change in net operating working capital would be required.  Revenues and other operating costs are expected to be constant over the project’s 3-year life.  However, this project would compete with other TexMex products and would reduce their pre-tax annual cash flows.  What is the project’s NPV?  (Hint:  Cash flows are constant in Years 1-3.)

 

WACC                                                                                                                          10.0%

Pre-tax cash flow reduction for other products (cannibalization)                                              -$5,000

Investment cost (depreciable basis)                                                                           $80,000

Straight-line depreciation rate                                                                                  33.333%

Annual sales revenues                                                                                                $67,500

Annual operating costs (excl. depreciation)                                                             -$25,000

Tax rate                                                                                                                         35.0%

 

Problem #2: Sub-Prime Loan Company is thinking of opening a new office, and the key data are shown below.  The company owns the building that would be used, and it could sell it for $100,000 after taxes if it decides not to open the new office.  The equipment for the project would be depreciated by the straight-line method over the project’s 3-year life, after which it would be worth nothing and thus it would have a zero salvage value.  No change in net operating working capital would be required, and revenues and other operating costs would be constant over the project’s 3-year life.  What is the project’s NPV?  (Hint: Cash flows are constant in Years 1-3.)

 

WACC                                                                                                                          10.0%

Opportunity cost                                                                                                         $100,000

Net equipment cost (depreciable basis)                                                                        $65,000

Straight-line depreciation rate for equipment                                                             33.333%

Annual sales revenues                                                                                              $123,000

Annual operating costs (excl. depreciation)                                                                   $25,000

Tax rate                                                                                                                             35%

 

 

Problem #3: Desai Industries is analyzing an average-risk project, and the following data have been developed.  Unit sales will be constant, but the sales price should increase with inflation.  Fixed costs will also be constant, but variable costs should rise with inflation.  The project should last for 3 years, it will be depreciated on a straight-line basis, and there will be no salvage value.  No change in net operating working capital would be required.  This is just one of many projects for the firm, so any losses on this project can be used to offset gains on other firm projects.  What is the project’s expected NPV?

 

WACC                                                                                                                          10.0%

Net investment cost (depreciable basis)                                                                   $200,000

Units sold                                                                                                                     50,000

Average price per unit, Year 1                                                                                     $25.00

Fixed oper. costs excl. depreciation (constant)                                                        $150,000

Variable oper. cost/unit, Year 1                                                                                   $20.20

Annual depreciation rate                                                                                          33.333%

Expected inflation rate per year                                                                                   5.00%

Tax rate                                                                                                                         40.0%

 

Problem #4: Poulsen Industries is analyzing an average-risk project, and the following data have been developed.  Unit sales will be constant, but the sales price should increase with inflation.  Fixed costs will also be constant, but variable costs should rise with inflation.  The project should last for 3 years, it will be depreciated on a straight-line basis, and there will be no salvage value.  No change in net operating working capital would be required.  This is just one of many projects for the firm, so any losses on this project can be used to offset gains on other firm projects. The marketing manager does not think it is necessary to adjust for inflation since both the sales price and the variable costs will rise at the same rate, but the CFO thinks an inflation adjustment is required.  What is the difference in the expected NPV if the inflation adjustment is made versus if it is not made?

 

WACC                                                                                                                          10.0%

Net investment cost (depreciable basis)                                                                   $200,000

Units sold                                                                                                                     50,000

Average price per unit, Year 1                                                                                     $25.00

Fixed oper. costs excl. depreciation (constant)                                                        $150,000

Variable oper. cost/unit, Year 1                                                                                   $20.20

Annual depreciation rate                                                                                          33.333%

Expected inflation                                                                                                        4.00%

Tax rate                                                                                                                         40.0%

 

 

Problem #5: Florida Car Wash is considering a new project whose data are shown below.  The equipment to be used has a 3-year tax life, would be depreciated on a straight-line basis over the project’s 3-year life, and would have a zero salvage value after Year 3.  No change in net operating working capital would be required.  Revenues and other operating costs will be constant over the project’s life, and this is just one of the firm’s many projects, so any losses on it can be used to offset profits in other units.  If the number of cars washed declined by 40% from the expected level, by how much would the project’s NPV change?  (Hint: Note that cash flows are constant at the Year 1 level, whatever that level is.)

 

WACC                                                                                                                          10.0%

Net investment cost (depreciable basis)                                                                     $60,000

Number of cars washed                                                                                                 2,800

Average price per car                                                                                                   $25.00

Fixed oper. costs (excl. depreciation)                                                                        $10,000

Variable oper. cost/unit (i.e., VC per car washed)                                                       $5.375

Annual depreciation                                                                                                   $20,000

Tax rate           35.0%

Management FOCUS: Foreign Direct Investment By Cemex

3. Read the Management Focus on Cemex and then answer the following questions:

a. Which theoretical explanation, or explanations, of FDI best explains Cemex’s FDI?

b. What is the value that Cemex brings to the host economy? Can you see any potential drawbacks of inward investment by Cemex in an economy?

c. Cemex has a strong preference for acquisitions over greenfield ventures as an entry mode. Why?

d. Why is majority control so important to Cemex?

Management FOCUS: Foreign Direct Investment by Cemex

In little more than a decade, Mexico’s largest cement manufacturer, Cemex, has transformed itself from a primarily Mexican operation into the third-largest cement company in the world behind Holcim of Switzerland and Lafarge Group of France. Cemex has long been a powerhouse in Mexico and currently controls more than 60 percent of the market for cement in that country. Cemex’s domestic success has been based in large part on an obsession with efficient manufacturing and a focus on customer service that is tops in the industry.

Cemex is a leader in using information technology to match production with consumer demand. The company sells ready-mixed cement that can survive for only about 90 minutes before solidifying, so precise delivery is important. But Cemex can never predict with total certainty what demand will be on any given day, week, or month. To better manage unpredictable demand patterns, Cemex developed a system of seamless information technology, including truck-mounted global positioning systems, radio transmitters, satellites, and computer hardware, that allows it to control the production and distribution of cement like no other company can, responding quickly to unanticipated changes in demand and reducing waste. The results are lower costs and superior customer service, both differentiating factors for Cemex.

The company also pays lavish attention to its distributors—some 5,000 in Mexico alone—who can earn points toward rewards for hitting sales targets. The distributors can then convert those points into Cemex stock. High-volume distributors can purchase trucks and other supplies through Cemex at significant discounts. Cemex also is known for its marketing drives that focus on end users, the builders themselves. For example, Cemex trucks drive around Mexican building sites, and if Cemex cement is being used, the construction crews win soccer balls, caps, and T-shirts.

Cemex’s international expansion strategy was driven by a number of factors. First, the company wished to reduce its reliance on the Mexican construction market, which was characterized by very volatile demand. Second, the company realized there was tremendous demand for cement in many developing countries, where significant construction was being undertaken or needed. Third, the company believed that it understood the needs of construction businesses in developing nations better than the established multinational cement companies, all of which were from developed nations. Fourth, Cemex believed that it could create significant value by acquiring inefficient cement companies in other markets and transferring its skills in customer service, marketing, information technology, and production management to those units.

The company embarked in earnest on its international expansion strategy in the early 1990s. Initially, Cemex targeted other developing nations, acquiring established cement makers in Venezuela, Colombia, Indonesia, the Philippines, Egypt, and several other countries. It also purchased two stagnant companies in Spain and turned them around. Bolstered by the success of its Spanish ventures, Cemex began to look for expansion opportunities in developed nations. In 2000, Cemex purchased Houston-based Southland, one of the largest cement companies in the United States, for $2.5 billion. Following the Southland acquisition, Cemex had 56 cement plants in 30 countries, most of which were gained through acquisitions. In all cases, Cemex devoted great attention to transferring its technological, management, and marketing know-how to acquired units, thereby improving their performance.

In 2004, Cemex made another major foreign investment move, purchasing RMC of Great Britain for $5.8 billion. RMC was a huge multinational cement firm with sales of $8.0 billion, only 22 percent of which were in the United Kingdom, and operations in more than 20 other nations, including many European nations where Cemex had no presence. Finalized in March 2005, the RMC acquisition has transformed Cemex into a global powerhouse in the cement industry with more than $15 billion in annual sales and operations in 50 countries. Only about 15 percent of the company’s sales are now generated in Mexico. Following the acquisition of RMC, Cemex found that the RMC plant in Rugby was running at only 70 percent of capacity, partly because repeated production problems kept causing a kiln shutdown. Cemex brought in an international team of specialists to fix the problem and quickly increased production to 90 percent of capacity. Going forward, Cemex has made it clear that it will continue to expand and is eyeing opportunities in the fast-growing economies of China and India where currently it lacks a presence, and where its global rivals are already expanding.

Sources: C. Piggott, “Cemex’s Stratospheric Rise,” Latin Finance, March 2001, p. 76; J. F. Smith, “Making Cement a Household Word,” Los Angeles Times, January 16, 2000, p. C1; D. Helft, “Cemex Attempts to Cement Its Future,” The Industry Standard, November 6, 2000; Diane Lindquist, “From Cement to Services,” Chief Executive, November 2002, pp. 48–50; “Cementing Global Success,” Strategic Direct Investor, March 2003, p. 1; M. T. Derham, “The Cemex Surprise,” Latin Finance, November 2004, pp. 1–2; “Holcim Seeks to Acquire Aggregate,” The Wall Street Journal, January 13, 2005, p. 1; J. Lyons, “Cemex Prowls for Deals in Both China and India,” The Wall Street Journal, January 27, 2006, p. C4; and S. Donnan, “Cemex Sells 25 Percent Stake in Semen Gresik,” FT.com, May 4, 2006, p. 1.

Hill, Charles W.L..Global Business Today, 7th Edition.McGraw-Hill Learning Solutions, 2012.<vbk:0077631471#outline(7.11)>.

Dissertation/Research Method On The Impact Of Cryptocurrencies In The UAE

HERIOT-WATT UNIVERSITY DUBAI CAMPUS

 

 

Research Proposal

 

 

Title of Course and Code: Research Methods: C39RE
Course Lecturer: Dr. Esinath Ndiweni
Title of Course Work: The investment potential of art markets
Name of Student

Registration No: H00178570
Program title BA Accountancy & Finance
Word Count: 1976 words

 

 

 

 

 

 

 

 

 

 

 

 

 

 

1) Dissertation Title

The investment potential of art markets

 

2) Background

Art in its various forms has been an essential part of human culture since prehistoric times. Nevertheless, a purposeful usage of artworks as means of investment is a relatively recent phenomenon that has started to attract more attention of investors as well as academics. This is partially fueled by the increasing need for profitable and diversified investments in the world where, some argue, there is more money to invest than attractive opportunities to absorb it. Despite a number of considerable articles published on the topic in the last 30 years, there is still a lack of evidence especially when comparing to the literature on other investment assets such as stocks or bonds. This might also be one of the reasons for misbeliefs about art markets that sometimes result to suboptimal investment decisions by unsophisticated individuals and companies.

The following dissertation contributes to the existing research on the topic by presenting results that to some extent are more relevant than those of a number of previous papers. First, the samples that it uses are more appropriate from the timing perspective as they capture the most recent years. Second, it pays sufficient attention on the forms of investment in art other than purchasing and selling individual artworks on auctions. This as well as some other features of this study make it potentially beneficial for different groups of readers including current and future investors.

 

3) Research Question, Aim and Objectives

3.1 Research Question

Can art be considered as suitable asset class for investment purposes?

 

3.2 Research Aim and Objectives

This dissertation aims to research and analyze the financial implications of investing in various artworks in order assess their potential attractiveness for investors.

 

The research addresses the following objectives:

1. To investigate the returns and risks of various forms of investing in art;

2. To compare risk-return profiles of artworks to those of other investment options;

3. To study the possibility of using art as a suitable diversification or hedging tool.

 

4) Potential impact of the dissertation

Although the majority of empirical evidence does not find investing in art to be more profitable than investing in other assets, additional research on the topic might still yield to a different result. First, due to limitations of some studies, poor risk-return figures of artworks might not be the case for some categories of art such as particular artistic movements, subject matters, schools or periods. In other words, a detailed research might still find the attractiveness of certain types of art as means of investment. Second, despite generally lower expected returns, art might still be worth investing in if it proves to be useful for diversification purposes. Correlation among international markets has increased from 50% – 60% in 1990s to over 90% after 2008, thus reducing the benefits of international diversification (Forbes, 2017). In the light of this as well as decreased effectiveness of diversification among different asset classes, finding the diversification potential of art markets becomes a more relevant field of investigation.

The findings of this dissertation can potentially benefit all readers who are interested in the topics of investments or art and especially those who might become potential investors in artworks but have currently a lack of understanding. There are still widespread misbeliefs about the art markets that usually result to overestimation of potential returns and underestimations of related risks. An additional recently published paper showing a more realistic picture can definitely serve as a good warning for unsophisticated potential investors. On the other hand, obtaining a result that is contrary to the majority of empirical evidence would also be an interesting experience for any researcher. Findings showing, at least to a certain extent, the attractiveness of investing in artworks could not only encourage further research than the opposite results would but could potentially benefit different individuals and organisations including art investors, collectors, auction houses and art funds.

A potential feature of this dissertation that is not present in many similar studies is taking into consideration foreign exchange rates when calculating the returns of investing in artworks. Doing this has become more relevant in the recent decade not only due to higher exchange fluctuations of USD, EUR and GPB but also due to increasing weight of China in art markets. Another characteristic of the research is higher focus on structured opportunities of investment in art as many of the previous papers considered simple transactions such as buying and selling artworks on auctions. The financial attractiveness of indirect investments in art through art funds is still a fruitful field of research. There are also art related derivatives that have already attracted attention of some scholars. Examples include an article by Kraeussl and Wiehenkamp (2012) who studied the implications of a call option on art index that would allow investors to hedge their exposure to art market.

 

5) Theoretical Context

A large number of papers that study art as an investment possesses similar characteristics. For instance, majority of academics use art indices either in the form of readily available ones or constructed by themselves. Some other similarities in research tools and samples can also be seen in a number of studies. A comparison between art and other means of investments often includes stocks, bonds as well as their sub-categories such as small-cap or large-cap stocks and government or corporate bonds. In addition, many studies on the topic focused not on art as a whole (that would be difficult and unreasonable to do), but on paintings, which represented around 80 percent of total auction turnover (Vosilov 2015). Nevertheless, common features of many papers do not preclude them from presenting a variety of interesting findings.

One of the most cited paper on the topic written by Baumol (1986) demonstrates that investing in paintings gave almost 2% less returns than investing in government securities. The real expected returns would be even lower as the research did take into account some related costs such as maintenance costs and sales commissions. Moreover, author concluded that investing in paintings has a significant risk. Frey and Pommerehne (1989) found similar results in their study and showed that investing in paintings is riskier but less profitable than investing in financial assets. A more recent paper by Worthington & Higgs (2003) considers different paintings markets such as Old Masters, Contemporary European, Impressionists, among others and presents similar evidence on lower returns but higher risks of investment. The authors assume though that it might still be possible to use some paintings markets for diversification purposes.

Some authors, rather than primarily investigating whether investing in art is better than investing in other assets, have also focused on using art together with alternatives in order to diversify an investment portfolio. Goetzmann (1993) states that due to strong correlation between demand for art and equity markets performance, art does not serve as an appropriate hedge against equity market fluctuations. The author also, unlike many other scholars, found that art as an investment yields to relatively high returns. However, these returns are justified by higher risks and after considering those risks, do not appear attractive anymore. An evidence showing paintings as poor diversification vehicle was also obtained by Stein (1977) who did not see support for a popular belief that art is less susceptible to recessions. The author obtained more neutral results on risk-return figures of paintings showing that they are no more and no less lucrative than other investment alternatives. Contrary to the evidence above, some academics have found the usefulness of investing in art for diversification purposes. Campbell (2008) observed low correlation between art and other assets and thus an opportunity for diversification even when taking into account transaction costs. Mei and Moses (2002) state that artworks may be an important component of a diversified portfolio due to their low correlation with other asset classes. Similarly, Kraeussl (2010) suggests using art to diversify a portfolio, but warns on its high volatility and poor ability to hedge against stock markets.

An empirical evidence showing the attractiveness of art as an investment asset is less common but is worth considering. Buelens and Ginsburgh (1993) used Baumol’s (1986) paper as a starting point and found that his conclusions about low profitability of paintings were too pessimistic due to higher weight of British paintings, which distorted the results, and the atypical artwork prices from 1914 to 1950. Authors argue that the low return of paintings over the period of 300 years still allows for 20 to 40 year periods of higher returns for some paintings markets. They also state that paintings might be a good opportunity for investment as tastes change slowly, but the returns will highly depend on factors such as period, artistic school and movement, etc. Tucker (1995) presents an even more positive evidence showing that art had the second highest return and the second lowest risk among the selection of seven asset classes. The findings suggested that artworks should be included in an optimal investment portfolio and should play a significant role in it.

Most of the authors who have studied art as means of investment have used either repeat-sales regression (RSR) or hedonic regression in their researches. In the repeat-sales regression used by a number of authors (e.g. Pesando 1993; Goetzmann 1993; Mei and Moses 2002) only those artworks that have been sold at least two times are taken into account. The benefit of this approach is that it controls the quality factor of works since the same items are sold (Goetzmann 1993). Alternative approach used by a number of academics such as Renneborg and Spaenjers (2009), Kraeussl (2010) and Frey and Pommerehne (1989) is hedonic regression. This method uses characteristics of items (e.g. artistic movement, artist’s name or subject matter) to obtain input values. The benefits of using hedonic regression approach include having larger samples by considering all sales and avoiding the need to use artworks of the same quality in order to make comparisons (Bialynicka-Birula, 2012) as well as giving more precise results (Chanel et al. 1996).

Besides various findings and opinions existing the topic of art as an investment and making it difficult to give a single answer on the research question, the shortcoming and limitations of many studies make the task even more complicated and require additional consideration. The limitations of some papers are easier to spot and avoid in future studies. For example, Baumol (1986) did not consider transaction costs in his study and the author’s sample did not go beyond year 1961. Similarly, Stein’s (1977) research does not cover the period after 1960s. In addition, both papers as well as some other articles on this topic were either limited to data from Anglo-Saxon markets or put too much weight on it. These shortcomings are overcome by Frey and Pommerehne (1989) by including more countries, considering transaction costs and covering extended a period or research until 1987. Some other limitations are more difficult to eliminate as they are inherent to research methods and design of papers. The repeat-sales regression used by many scholars is subject to sample selection bias, since the approach considers only artworks that were sold at least twice (Goetzmann 1993). For this reason, a survivorship bias also takes place as the limited sample only includes works the demand for which was high enough to result in at least two sales. Moreover, a so-called “backward-filled data” bias does exist in some articles (e.g. Tucker et. al. 1995) as prices of artworks taken from historical sales of prominent auction houses such as Sotheby’s and Christie’s might gravitate to the higher end of market. Other major drawbacks of using auction results for making conclusions about the art market are the infrequency of sales of individual artworks (Pesando 1993) and the fact that auction sales account for only around 25 percent of the transactions on the market (Sagot- Duvauroux 2003).

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References:

1) Baumol, W. (1986) “Unnatural value: or art investment as floating crap game”,

American Economic Review, 76, 10-14.

2) Bialynicka-Birula J. (2012) “Investment in art: Specificity, Risks and Rates of Return”, Cracow University of Economics. 10-20

3) Blanding, M. (2017), ‘Why Global Diversification Is Still A Safe Bet For Your Investment Portfolio’, Forbes, (13 Jun), available:

https://www.forbes.com/sites/hbsworkingknowledge/2017/06/13/why-global-diversification-is-still-a-safe-bet-for-your-investment-portfolio/#256a49c960a1 [ accessed 14 February 2018]

4) Buelens, N., Ginsburgh, V. (1993) “Revisiting Baumol’s Art as Floating Crap Game”, European Economic Review, 37, 1351-1371.

5) Campbell, R. (2008) “Art as a financial investment”, Journal of Alternative Investments, (10), 64–81

6) Chanel, O., Gerard-Varet, L. and Ginsburgh, V. (1996) “The Relevance of Hedonic Price Indices”, Journal of Cultural Economics, 20, 1-24.

7) Goetzmann, W. (1993) “Accounting for Taste: Art and the Financial Markets over Three

Centuries”, American Economic Review, 83 (5), 1370-1376.

8) Frey, B. and Pommerehne, W. (1989) “Art Investment: An Empirical Inquiry”, Southern Economic Journal, 396-409.

9) Kraeussl, R. and Lee, J., (2010) “Art as an investment: The top 500 artists”, VU University Amsterdam, 4.

10) Kraeussl, R. and Wiehenkamp, C. (2012) “A call on art investments”, Review of Derivatives Research, 15(1), 1-23.

11) Jinping, M. and Moses, M. (2002) “Art as an Investment and the Underperformance of

Masterpieces”, American Economic Review, 92(5), 1656-68

12) Pesando, J. (1993) “Art as an Investment: The Market for Modern Prints”, American Economic Review, 83(5), 1075-89

13) Renneboog, L. and Spaenjers, C. (2013) “Buying beauty: On prices and returns in the art market”, Management Science, 59(1), 36-53.

14) Sagot-Duvauroux, D. (2011) “Art Prices.” In A Handbook of Cultural Economics, 2nd ed., R. Towse, ed. (p. 43–48). Northampton, MA: Edward Elgar.

15) Stein, John P. (1977) “The Monetary Appreciation of Paintings”, Journal of Political Economy, 1021-1035

16) Tucker, M., Hlawischka, W. and Pierne, J. (1995) “Art as an Investment: A Portfolio Allocation Analysis”, Managerial Finance, 21 (6), 16-24

17) Vosilov, R. (2015) “Essays on art markets: Insight from the international sculpture auction market”, Umea: Umea School of Business and Economics

18) Worthington, A. and Higgs, H. (2003) “Art as an Investment: Short and Long-Term Co-movements in Major Painting Markets”, Empirical Economics, 28, 649-68

Case Study Analysis 2

Case Instructions, Guidelines & Preparation

Remember, the case is graded per the rubric. The BoD would want your recommendations with the proper support.  Any analysis details should be covered in the appendices. Do not go to the Internet to find, for example, a SWOT or external analysis and use it for your case.  Do your own research and develop your own strategic analysis.

In doing your case you will need multiple references besides the Mattel case. Use current business websites to find out about recent developments. The case analysis should be done from the perspective of today’s date.  The case was written several years ago and, while it provides much information that is still relevant, other facts have changed since the case on the BSG site was written.  For your outside references, do not use websites that develop term papers or do strategy analysis on cases and publish them.  This could lead to charges of plagiarism and the associated consequences.

The case study analysis allows you to apply your knowledge to the real world. Your goal is to identify the major problem confronting the subject company and provide a strategic solution for the problem. You will need to collect data and interpret it. You must also isolate the critical issues that the company faces.  Remember that in the words of Lord Kelvin, “anything that cannot be expressed in numbers represents knowledge that is of a poor and uncertain kind.”

After identifying the critical issues you can generate alternatives to address the company’s competitive situation. Evaluating these alternatives allows an organization to select one course of action. With a course of action defined the strategic manager can then provide a plan for implementation this is what you are to do on the case study. Always refer to the rubric for the critical points to cover.

The format for the case study should be as follows.

  1. Cover page,
  2. One-page, single spaced Executive Summary for the case as noted below. This is a summary of your analysis in the appendices and, therefore, must be done after you finish the appendices. This one-page report must use headings and subheadings indicated in the following format to identify the critical issues. Begin with your understanding of the situation in a problem statement. Follow this with a concise presentation of your analysis and the alternatives you see. Recommend one course of action and support that recommendation with facts and other information, such as competitor’s moves. The last item presents a plan for implementation –a sentence or two is sufficient.
  3. Seven appendices, including: Appendix 1 with a few bullet points encapsulating your understanding of the problem(s) facing the company with more detail than what is in the executive summary; Appendix 2 identifying at least one opportunity or threat in each of the five STEEP areas of the macro environment (please include a table as shown in Wurthmann (2020) Table I); Appendix 3 stating whether each of the Porter’s Five forces (bargaining power of buyers & suppliers, threat of new entry and substitutes, and rivalry among competitors) is strong, moderate, or weak and why (please include a table as shown in Wurthmann (2020) Table II, showing an analysis of at least one factor determining the strength/weakness of each of the five forces); Appendix 4 including the financial analysis as described below; Appendix 5 identifying at least 3 strengths and 3 weakness in Mattel (please include a table as shown in Wurthmann (2020) Table III) ; Appendix 6 identifying at least one different alternative strand of a strategy for Mattel at each of the four intersections, i.e. the strength/opportunity, strength/threat, weakness/opportunity, and weakness/threat intersections (please include a table as shown in Wurthmann (2020) Table IV); and Appendix 7 identifying which one of the four alternatives from appendix 6 you are recommending for Mattel and a brief explanation for why this is your chosen alternative (please discuss how the recommendation fits with Mattel’s strategy diamond, following the guidance provided in the penultimate section of Wurthmann (2020) on strategy formulation).

You are to use standard APA citations to identify the sources of the information in the appendices. You can also include any relevant tables, charts, graphs, etc. Please be concise. Remember, in management you must get your thoughts across quickly if you expect your work to be read. Long reports generally wind up in a stack awaiting reading at some future date (which never comes).

Executive Summary Format (1 page in length):

The Executive Summary is a concise overview of the analysis in the appendices.  The Executive Summary should be written from the perspective of an outside consultant, writing to the Board of Directors of the firm.  It notes the essential points of the analysis and must have the following sections:

  1. Problem Statement: State the main problem facing the firm (or industry) in one, succinct sentence (summarize Appendix 1).
  2. Analysis: Summarize the main findings of your analysis (summarize Appendices 2-5). You may use bullet points, bold, italics – any means to convey and highlight the key factors you have determined based on your analysis. Don’t simply repeat items from Appendices 2-5. Instead, summarize the major issues.
  3. Alternatives: State briefly (a bullet point each) 4 alternative courses of action that could be implemented. Here you can simply repeat the alternatives from Appendix 6, but omit the strength/opportunity, strength/threat, weakness/opportunity, or weakness/threat that the strategic alternative addresses.
  4. Recommendation: Choose one course of action and support your choice. Here you should summarize the key points of Appendix 7.
  5. Implementation: Briefly (1 or 2 sentences are sufficient) present how the plan would be implemented.  This tests the viability of the choice.  For example, your plan would demonstrate that the company has the people, financial resources and time to implement your recommendation.

Additional Formatting information for Executive Summary:

  • Single-space
  • One inch all margins
  • Use bullet points, lists, or other means to convey information briefly. Further explanation can be found in the Appendices.
  • Use headings and subheadings to organize the material in an easy to read and understandable manner that highlights the essential points of your analysis.
  • Do not include a summary or overview of the firm in your report. The Board of Directors are knowledgeable and need no background presented.

Remember that cases are graded per the rubric. The Case Study rubric can be found here or in the in the Course Instruction Tab and should be added at the end of your submission.

Case Study Preparation

The preparation of the case in this course is different than the cases you have written in the past. It will require substantial investigation into the case company’s strategies, competitive positions and actions, problems being faced, the company financials, ratios and trends. The case study is about a real company’s current position in the industry, the external competitive environment, the current strategies being used, and recommendations for strategies the company should use going forward. The case should identify a problem faced by the company, using the strategic management tools highlighted in the text and a quantitative analysis. You then generate realistic solutions, evaluate and select one, and then provide recommendations and the timeline to implement your recommendations. Remember that you are working to understand the company’s current strategy and future direction that offers a solution to the problem of meeting the company’s shareholder requirements. Again, remember that you are fulfilling the requirements of the rubric for the case.

By analogy, in the BSG you have a set of prescribed goals to attain and a set of reports issued weekly to assist you in understanding how your company is doing relative to the competition and giving you an opportunity to revise your operational plans for the next period. However, in the case you have to look at a company’s performance over the past few years and understand how the performance is changing and identify underlying problems. You are to identify trends in performance, problem areas, and how the company is performing using all of the tools that you have learned throughout your MBA program. Remember that you are working to meet or exceed the shareholder expectations.

The perspective for your analysis should be directed to the company’s Board of Directors (BoD). Remember that the BoD is familiar with the company’s history, its management structure and the strategies deployed in the past. Recycling old history about the formation of the company, its previous management, etc. will not be looked upon favorably by the BOD (or your instructor). Remember that your case study must be brought up to date with the most current 10K report or financial information. Get at the critical issues and report on them. Remember that in business, situations do not come with a set of questions. The questions sometimes have to be generated and then researched to find solutions to those questions. Success in the case is important to your final grade in that the case constitutes 20% of your course grade.

Module-Level Objectives: 

MLO 3. Distinguish and assess the concepts of corporate social responsibility, corporate citizenship, and environmental sustainability. CLO 2, CLO 3

MLO 4. Analyze, assess, and combine whether and why businesses should have a social responsibility strategy, display good corporate citizenship, and adopt environmentally sustainable business practices. CLO 3, CLO 4, CLO 5, CLO 6

Additional information about Mattel Individual Case

The Mattel case is an individual, not a team, case.  The case will build on previous work in the course so your report will include:

  1. Analyzing the external environment (Chapter 3)
  2. Analyzing the internal environment (Chapter 4) and a few more considerations from the later chapters and related readings.
  3. More comprehensive examination of the financial situation of the company (Chapter 4)
  4. Consideration of other strategy choices (Chapters 5 & 6), or competing internationally (Chapter 7) or adding a diversification strategy (Chapter 8).

With your knowledge of these later chapters, your strategic recommendation for Mattel can be more sophisticated than the basic five generic business strategies (Chapter 5). Be sure to also use the material in Chapters 6 -8 to develop strategic solutions that can involve global expansion, mergers and acquisitions, alliances, backward or forward integration.

For the financial analysis:

Present one or more ratios to represent each of the four areas of financial analysis:

Profitability (more than Gross Profit Margin)

Liquidity

Leverage (what I call Risk)

Activity (what I call Efficiency)

Then, present a minimum ½ page discussion of the company’s financial situation, using ratios to evaluate the company’s profitability, liquidity, leverage and activity.

Of course, most of these ratios are meaningless by themselves; they only have meaning as a comparison.  You must therefore compare the Mattel ratios to one or more of three choices:

  1. Where the company is now versus where it has been over time (last 2-5 years), or
  2. The industry averages for the ratios, or
  3. A significant rival’s ratios

The ratios and financial information should be placed in Appendix 4. The financial analysis should be a significant part of your internal analysis – and some of your financial findings could appear in Appendix 5 as strengths or weaknesses of Mattel.

You are a consultant hired by the executive leadership of Mattel. Based on your analysis, you recommend to the company’s leadership what they should do strategically. Then, support your strategic recommendation. Why is it the best solution to the significant problem you have identified? Your recommendation in Appendix 7 (as well as each of the four strategic alternatives in Appendix 6) should have as foundation at least 1-2 internal factors and at least 1 -2 external factors.  You can mix and match – what strengths should Mattel use to take advantage of an opportunity; or what opportunity should they take to solve one of its weaknesses.  What strengths could the company use to mitigate a threat; or what weaknesses must the company address so they do not fall victim to the threats facing the industry?

Yes – this is a SWOT analysis, but it is based on the correct application of other tools and interpretations of real world data.  And the true payoff of SWOT analysis is learning enough to develop a strong strategic approach to gaining competitive advantage.

Please see the files for instructions regarding Case Studies in this class.  Remember: your analysis is based on where the company and the industry are now!

The Mattel case study from the BSG site is a good start. But you must also use outside, related material; please access relevant material through the NSU library.