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- W3161408175 abstract "CASE DESCRIPTION The primary objective of this case is to describe realistic capital budgeting issues within a large organization. The case illustrates ways that staff inside a corporate finance department (and in related departments) position themselves in the capital planning process. The case also stresses steps that a large firm can take to leverage its size to gain the maximum benefit of investment projects. Further,, the case demonstrates sensitivity analyses in the capital budgeting process, and the resulting internal rates of return. We suggest the case be used to follow the related case Systems, which shows the firm as a medium-sized enterprise and its capital budgeting issues before becoming a division of Global Electronics. This case should be used for students who have been exposed to capital budgeting in a prior course, either undergraduate or graduate. Class time should not exceed two hours, with approximately four hours of student preparation time. CASE SYNOPSIS This case involves a need for a decision regarding a large capital expenditure. Students will find that capital planning involves not only the use of accepted capital budgeting techniques, but also a considerable impact based on staff viewpoints that reflect their particular department's biases. Also explicitly presented are multiple levels of investment worth based on alternative, realistic assumptions. Students can verify IRR and payback calculations using Excel, and they will see that capital budgeting involves fragile forecasts and biases that managers bring to the analytical process. INTRODUCTION In the age of economic globalization, the survival and prosperity of most businesses depends on their ability to recognize new markets, identify higher quality yet cheaper sources of inputs, and establish well-coordinated networks between its internal units in order to take advantage of scale and strategic locations. Optimal capital budgeting procedures must take all these influences on revenues and operating expenses into consideration in meeting the expectations of shareholders. This perspective must permeate all layers of the organization and take root in its culture in order for the broad objectives of the enterprise to be achieved. A higher standard for capital allocation must be utilized demonstrating the opportunity available to better align resources with enterprise objectives and realize greater returns. BACKGROUND Global Electronics, Inc. is a multinational, multi-billion dollar enterprise. It operates several regional organizations across the globe, comprised of numerous operating divisions with the stated goals of creating customer loyalty, maximizing return on invested capital, and maintaining a competitive advantage. It faces challenges similar to many other large organizations as it attempts to ensure that its operating units have aligned goals, and that those goals reflect the realities and requirements for achieving success for the organization. The HDTV Division, which Global had recently acquired, manufactures strategically important products and is considered crucial to the corporation's future success. Its acquisition by Global Electronics added essential products to Global's full line of electronic products. HDTV Division had demonstrated limited growth potential and lackluster profitability due to the saturated market it serves and fierce competition in the electronics industry. Although the division has managed to control operating costs through an aggressive productivity focus, the level of profitability has remained below that which is expected by the parent company. It was becoming increasingly evident that disparities exist between the incremental returns projected in capital proposals and the aggregated investment portfolio outcomes that are actually achieved. In addition, no significant strides have been made in market share. In early 2007, at the urging of the headquarters' office, the division general manager, Mr. …" @default.
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- W3161408175 date "2009-03-01" @default.
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- W3161408175 title "Hdtv Division of Global Electronics, Inc" @default.
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