ISBM - ISBS - XAVIER - IACT - IIBMS - IIBM - KSBM - ISM - ISMS - NIPM - NIRM - LPU - SMU - IICT - NSBM - IGNOU - IMT - HIMALAYA - IACT - UPES <br /> <br />We provide case study answers , assignment solutions and project reports for MBA, EMBA, BMS, DMS, DBM, MIS, MMS, MIB, CCA, CFM, Adv.Diploma and other Masters & Professional Courses. <br /> <br />Contact : <br /> <br />+91 9133629173 / 9533128892 <br />ganesh.solutions37@gmail.com <br /> <br />FB Page - www.facebook.com/mbaanswers <br /> <br />G+ Profile - https://plus.google.com/u/0/109042564971026815203 <br /> <br />YouTube Channel - https://www.youtube.com/channel/UCpp4PoLYS4Whso_5VdCXLeQ <br /> <br />Q.1) Give A brief On Optimizing the Corporate Finance Function, The External <br /> <br />Business Environment and Corporate Financial Strategy. The Strategic Logic of High Growth? <br /> <br />Q.2) Explain what is Shareholder Value Maximization? <br /> <br />a) Corporate Valuation <br /> <br />b) Valuation Models: Public Company <br />c) Valuation Models: Closely held Company <br /> <br />d) Corporate Performance Measurement: Economic Value Added (EVA) <br /> <br />Q.3) Explain Financial Policy with the help of the following points? <br /> <br />a) Capital Structure <br /> <br />b) Operating Leverage <br />c) Dividend Policy <br />d) Pricing Strategy <br />e) Tax Planning <br />f) Optimal Capital Budgeting with real Options <br />g) Mergers and Acquisitions <br /> <br />h) Asset-Liability Management: Optimizing the Balance Sheet <br /> <br />Q.4) Give an introduction to Risk Management include the following? <br /> <br />a) Identifying and Estimating Risk Exposure <br /> <br />b) Off-Balance Sheet (OBS) Risks <br />c) Operational Risk Management <br />d) Enterprise Wide Risk Management (EWRM) <br /> <br />e) Risk Hedging Strategies <br /> <br />Q.5) what is Financial Reporting, Planning and Control <br /> <br />a) Financial Reporting: GAAP Convergence <br /> <br />b) Business and Financial Planning <br />c) Treasury Management <br />d) Financial Control and Audit <br /> <br />e) Optimize amid Changing Operating Conditions <br /> <br />Q.6) Corporate Performance Management: The Balancing act? <br /> <br />a) The Execution Problem <br /> <br />b) The Balanced Scorecard <br />c) Real-time Financial Systems: Corporate Performance Management (CPM) <br /> <br />d) Integrated Financial Management <br /> <br />Q.7) How do we create and measure shareholder value creation? Q.8) How do we manage financial risk? <br />Q.9) In what projects are we going to invest our shareholders money (capex)? <br /> <br />Q.10) Why Profit maximization is not the same as shareholder wealth maximization? Q.11) What investments should we make? <br />Q.12) How do you know whether an investment generates value for shareholders? Q.13) Described Traditional appraisal techniques? <br />• What businesses actually use <br /> <br />• Payback <br />• Accounting rate of return <br /> <br />• Why internal rate of return is still popular <br /> <br />Q.14) Explain The managerial art of investment selection <br /> <br />o Strategy <br /> <br />o Social context <br /> <br />o Expense <br /> <br />o Stifling the entrepreneurial spirit <br /> <br />o Intangible benefits <br /> <br />Q.15) Explain The stages of investment decisions ? <br /> <br />o Generation of ideas <br /> <br />o Development and classification <br /> <br />o Screening <br />o Appraisal <br />o Report and authorization <br /> <br />o Implementation <br /> <br />o Post completion audit <br /> <br />Q.16) Explain Allowing for risk <br /> <br />• What is risk? <br /> <br />• Adjusting for risk through the discount rate <br />• Sensitivity analysis <br />• Scenario analysis <br />• Probability analysis <br />• Standard deviation <br /> <br />• What risk techniques do managers actually <br /> <br />Q.17) Explain Value managed companies versus earnings managed companies <br /> <br />• The pervasiveness of the value approach <br /> <br />• Case studies: FT100 companies creating value and destroying value <br /> <br />• Why shareholder value? <br />• Earnings-based management’s failings: <br />o Dicey accounting o Throwing money in <br /> <br />o Ignoring the time value of money <br /> <br />o Ignoring risk <br />• ROCE has limitations <br />• Focusing on earnings is not the same as value <br />• How a business creates value <br /> <br />• The five actions to create value <br /> <br />Q.18 ) Explain Strategic position <br /> <br />• Strategic business unit management <br /> <br />• Do we have any strong business franchises? <br />• Industry attractiveness <br />• The strength of our resources <br />• The TRRACK system <br />• The life cycle of value potential <br />• Strategic choice <br /> <br />• What use is the head office? <br /> <br />Q.19) Explain Value creation within strategic business units <br /> <br />• Using cash flow to measure value <br /> <br />• Shareholder value analysis <br />• Economic profit <br /> <br />• Economic value added (EVA) <br /> <br />Q.20) What is the companies cost of capital? <br /> <br />• The required rate of return <br /> <br />• The cost of equity capital <br />o The capital asset pricing model <br />o Gordon growth model <br />o The cost of retained earnings <br />• Debt capital <br />• Preference shares <br />• The weighted average cost of capital, WACC <br />• What the WACC tells you <br />• Applying WACC to strategic business units and projects <br />• What do managers actually do? <br />• Implementation issues <br />o How large is the equity premium? <br />o Which risk free rate? <br />o How reliable are the CAPM and beta? <br />• Fundamental beta <br /> <br />Q.21) explain the below Mergers: impulse, regret and success <br /> <br />• The merger decision <br /> <br />• You say merger, I say acquisition <br />• Types of merger <br />• Merger statistics <br />• What drives firms to merge? <br />o Synergy <br />o Market power <br />o Economies of scale <br /> <br />o Internalisation of transactions <br /> <br />o Entering new markets and industries <br /> <br />o Tax <br /> <br />o Risk diversification <br /> <br />o Bargain buying <br /> <br />o Inefficient management <br /> <br />o Managerial benefits
