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IIBMS – “THAT’S NOT MY JOB” – LEARNING DELEGATION AT CIN-MADE

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Case IV: “THAT’S NOT MY JOB” – LEARNING DELEGATION AT CIN-MADE IIBMS – “THAT’S NOT MY JOB” – LEARNING DELEGATION AT CIN-MADE When Robert Frey purchased Cin – Made in 1984, the company was near ruin.  The Cincinnati, Ohi-based manufacturer of paper packaging had not altered its product line in 20 years.  Labor costs had hit the ceiling, while profits were falling through the floor.  A solid quarter of the company’s shipments were late and absenteeism was high.  Management and workers were at each other’s throats. Ten years later, Cin – Made is producing a new assortment of highly differentiated composite cans, and pre-tax profits have increased more than five times.  The Cin – Made workforce is both flexible and deeply committed to the success of the company.  On-time delivery of products has reached 98 percent, and absenteeism has virtually disappeared.  There are even plans to form two spin – off companies to be owned and operated by Cin-Made employees.  In fact, at the one day “Future of the American Workforce” conference held in July 1993, Cin-Made was recognized by President Clinton as one of the best – run companies in the United States. “How did we achieve this startling turnaround ?”  mused Frey.  “Employee empowerment is one part of the answer.  Profit sharing is another.” In the late spring of 1986, relations between management and labor had reached rock bottom.  Having recently suffered a pay cut, employees at Cin- Made came to work each day, performed the duties required of their particular positions, and returned home-nothing more.  Frey could see that his company was suffering.  “To survive we needed to stop being worthy adversaries and start being worthy partners,” he realized.  Toward this end, Frey decided to call a meeting with the union.  He offered to restore worker pay to its previous level by the end of the year.  On top of that, he offered  something no one expected: a 15 percent share of Cin-Made’s pre-tax profits. “I do not choose to own a company that has an adversarial relationship with its employees.” Frey proclaimed at the meeting.  He therefore proposed a new arrangement that would encourage a collaborative employee-management relationship  “Employee participation will play an essential role in management.” Managers within the company were among the first people to oppose Frey’s new idea of employee involvement.  “My three managers felt they were paid to be worthy adversaries of the unions.”  Frey recalled.  It’s what they’d been trained for.  It’s what made them good managers.  Moreover, they were not used to participation in any form, certainly not in decision making.”  The workers also resisted the idea of extending themselves beyond the written requirements of their jobs.  “(Employees) wanted generous wages and benefits, of course, but they did not want to take responsibility for anything more than doing their own jobs the way they had always done them,” Frey noted.  Employees were therefore skeptical of Frey’s overtures toward “employee participation.”   “We thought he was trying to rip us off and shaft us,” explained Ocelia Williams, one of many Cin-Made employees who distrusted Frey’s plans. Frey, however, did not give up, and he eventually convinced the union to agree to his terms.  “I wouldn’t take no for an answer,” he asserted.  “Once I had made my two grand pronouncements, I was determined to press ahead and make them come true.”  But still ahead lay the considerable challenge of convincing employees to take charge: I made people meet with me, then instead Of telling them what to do, I asked them. They resisted. “How can we cut the waste on his run?” I’d Say, or “How are we going to allocate the Overtime on this order?” “That’s not my job,” they’d say. “But I need your input,” I’d say.  “How in the World can we have participative management If you won’t participate? “I don’t know,” they’d say.  “Because that’s Not my job either.  That’s your job?” Gradually, Frey made progress.  Managers began sharing more information with employees.  Frey was able slowly to expand the responsibilities workers would carry.  Managers who were unable to work with employees left and union relations began to improve.  Empowerment began to happen.  By 1993, Cin Made employees were taking responsibility for numerous tasks.  Williams, for example, used to operate a tin-slitting machine on the company’s factory floor.  She still runs that same machine, but now is also responsible for ordering almost $ 100,000 in supplies. Williams is just one example of how job roles and duties have been redefined throughout Cin-Made.  Joyce Bell, president of the local union, still runs the punch press she always has, but now also serves as Cin- Made’s corporate safety director.  The company’s scheduling team, composed of one manager and five lead workers from various plant areas, is charged with setting hours, designating layoffs, and deciding when temporary help is needed.  The hiring review team, staffed by three hourly employees and two managers, is responsible for interviewing applicants and deciding whom to hire.  An employee committee performs both short – and long – term planning of labor, materials, equipment, production runs, packing, and delivery.  Employees even meet daily in order to set their own production schedules.  “We empower employees to make decisions, not just have input,” Frey remarked. “I just coach.” Under Frey’s new management regime, company secrets have virtually disappeared.  All Cin-Made employees, from entry-level employees all the way to the top, take part in running the company.  In fact, Frey has delegated so much of the company’s operations to its workers that he now feels little in the dark. “I now know very little about what’s going on, on a day-to-day basis,” he confessed. At Cin-Made, empowerment and delegation are more than mere buzzwords; they are the way of doing business – good business. “We, as workers, have a lot of opportunities,” said Williams. “If we want to take leadership, it’s offered to us.”   Questions: How were principles of delegation and decentralization incorporated into Cine – Made operations?

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IIBMS – DISNEY’S DESIGN

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Case III: IIBMS – DISNEY’S DESIGN IIBMS – DISNEY’S DESIGN The Walt Disney Company is heralded as the world’s largest entertainment company.  It has earned this astounding reputation through tight control over the entire operation: control over the open – ended brainstorming that takes place 24 hours a day; control over the engineers who construct the fabulous theme – park rides; control over the animators who create and design beloved characters and adventurous scenarios ; and control over the talent that brings the many concepts and characters to life.  Although control pervades the company, it is not too strong a grip.  Employees in each department are well aware of their objectives and the parameters established to meet those objectives.  But in conjunction with the pre-determined responsibilities, managers at Disney encourage independent and innovative thinking.             People at the company have adopted the phrase “Dream as a Team” as a reminder that whimsical thoughts, adventurous ideas, and all – out dreaming are at the core of the company philosophy.  The overall control over each department is tempered by this concept.  Disney managers strive to empower their employees by leaving room for their creative juices to flow.  In fact, managers at Disney do more than encourage innovation.  They demand it.  Projects assigned to the staff “imaginers” seem impossible at first glance.   At Disney, doing the seemingly impossible is  part of what innovation means.  Teams of imaginers gather together in a brainstorming session known as the “Blue Sky” phase.  Under the “Blue Sky”, an uninhibited exchange of wild, ludicrous, outrageous ideas, both “ good” and “ bad”, continues until solutions are found and the impossible is done.  By demanding so much of their employees, Disney managers effectively drive their employees to be creative.             Current Disney leader Michael Eisner has established the “Dream as a Team” concept.  Eisner realized that managers at Disney needed to let their employees brainstorm and create with support.  As Disney president Frank Weds says, “If a good idea is there, you know it, you feel it, you do it, no matter where it comes from.” Questions: What environmental factors influenced management style at Disney? What kind(s) of organizational structure seem to be consistent with “Dream as a Team”? How and where might the informal organization be a real asset at Disney? IIBMS – DISNEY’S DESIGN At Global Study Solutions, we take immense pride in our ability to offer specialized support to students pursuing various programs at IIBMS (Institute Indian Institute of Business Management & Studies). Our dedicated team comprises experienced professionals who excel in crafting precise and well-researched solutions for assignments and case studies across different disciplines and courses. Our commitment to aiding students in achieving academic success aligns perfectly with the educational standards upheld by IIBMS Institute (Institute Indian Institute of Business Management & Studies). We understand the importance of delivering high-quality, customized solutions that meet the unique requirements of assignments and case studies within the institute\’s curriculum. Whether in MBA, EMBA, GMS, DMS, or any other programs offered at IIBMS Institute (Institute Indian Institute of Business Management & Studies), our team is equipped to provide expert guidance and meticulously crafted solutions. We prioritize accuracy, originality, and timely delivery; ensuring students receive the necessary assistance to excel academically. We are dedicated to fostering an environment of academic excellence and providing dependable support to the esteemed students of IIBMS Institute (Institute Indian Institute of Business Management & Studies). IIBMS Answer Sheets IIBMS Mumbai IIBMS Bangalore Customized Answer Solutions MBA Assignment Solutions EMBA Case Study Solutions GMS Answer Sheets DMS Assignment Help Professional Writing Assistance Tailored Academic Solutions Comprehensive Answer Sheets Specialized IIBMS Support Academic Writing Services Timely Submission Support Expertly Crafted Answers Personalized Guidance Reliable IIBMS Assistance Get expert assistance with your IIBMS Institute (Institute Indian Institute of Business Management & Studies) assignments and answer sheets from our professional academic writing services. Our team specializes in supporting students with IIBMS Institute (Institute Indian Institute of Business Management & Studies) coursework, ensuring top-notch answer sheets and comprehensive solutions. Ace, with our tailored assistance, your IIBMS Institute exams, offering precise guidance and accurate answer sheet preparation. Seeking reliable help for your IIBMS Institute studies? Trust our academic writing services for meticulously crafted answer sheets and exceptional support. Score high in your IIBMS Institute assessments by availing our expert aid in preparing comprehensive and well-structured answer sheets.   IIBMS Institute Project Report Writing Services IIBMS Institute Customized Project Reports IIBMS Institute Project Support IIBMS Institute Professional Project Report Assistance Tailored Solutions for Project Reports IIBMS Institute Quality Project Documentation IIBMS Institute Expert Project Report Writers IIBMS Institute Comprehensive Project Analysis IIBMS Institute Structured Project Report Services IIBMS Institute Detailed Project Documentation IIBMS Project Evaluation Support IIBMS Institute Custom Project Report Formats IIBMS Institute Project Research and Analysis MBA/EMBA/GMS/DMS Project Reports   IIBMS Institute (Institute Indian Institute of Business Management & Studies) assignments, solved papers, and study materials are available through our academic writing services. Seeking assistance with IIBMS Institute coursework? Our professional team delivers accurate and timely solutions for all your academic needs. Our specialized academic writing support simplifies access to IIBMS Institute (Institute Indian Institute of Business Management & Studies) question papers and model answers. Need expert guidance for your IIBMS Institute assessments? Our service offers comprehensive solutions for students seeking assistance. Our academic writing services ensure precise and high-quality answers for IIBMS Institute assignments, aiding students in their educational journey.   Academic writing professionals play a crucial role in assisting students with their university assignments, striving to achieve several key goals: Quality Assurance: Their primary aim is to deliver high-quality content that meets academic standards and fulfills the requirements of the university assignments. This involves thorough research, proper structuring, and adherence to guidelines provided by the educational institution. Originality and Plagiarism-Free Content: Professionals in this field emphasize originality by creating authentic content free from plagiarism. To maintain academic integrity, they ensure that all information is appropriately cited and referenced. Meeting Deadlines: Timely submission is a significant goal for academic writing professionals. They work within specified deadlines to provide students with completed assignments, enabling them

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IIBMS – COMPETITION AHEAD: VSNL AT CROSS ROADS

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CASE II: IIBMS – COMPETITION AHEAD: VSNL AT CROSS ROADS IIBMS – COMPETITION AHEAD: VSNL AT CROSS The telecom sector had been functioning as a typical government department right from its inception. With the Department of Telephones (DoT) being under the exclusive control of the Ministry of Communications, Government of India (GO!), the system functioned more as a monopoly. With the advent of the LPG process (liberalization, privatization and globalization) in the early nineties, the telecom department went through a phase of modernization. A number of new and sophisticated electronic exchanges were installed which enhanced the capacity and lead to the disappearance of waiting list for telephone connections. In a landmark decision in 1995-96, the Government of India threw open its gates for private players in the area of cellular services. LCG and ACG were the two major players to enter this area in Karnataka region, while DoT decided to remain as an observer and continued as a provider of basic services only. Subsequently the Internet, ISD and other services were also opened to private participation. The year 1998 saw the entry of Vikas Telenet (VTNL) as a basic service provider in the state of Karnataka. It launched its basic services in Bangalore district, the commercial capital of the state, in January 1998. The impact of this entry was felt by DoT as it resulted in a mass customer churning, challenging the market leadership of DoT in basic services. This growing challenge from VTNL made General Manager DoT Indore, R.L. Rawat realized the need for a comprehensive review of the competitive scenario. The situation faced by the Bangalore district was one of its kind. It was the only city where four companies were providing telephone services. LCG and ACG were providing cellular services while VTNL and DoT were providing basic services. To attract the customers all the providers had attractive tariff plans. DoT\’s market share was not affected by the entry of LCG and ACG as – they operated only as cellular service providers and their services carried a premium price. But the entry of VTNL as a basic service provider with attractive tariff plans showed a marked shift in customer base from DoT to VTNL specially in case of heavy users make it necessary for DoT to come up with similar competitive tariff plans. General Manager Operations DoT Bangalore, S.N. Dutt, felt that improved services, customer care and proper pricing would help in winning back the heavy users who accounted for almost 60 to 65% of the total revenue. Keeping this in mind, a review of VTNL\’s tariff plans was done (Annexure I). The review revealed that the customers were getting a distinct price advantage in the rentals and free calls given by VTNL. Along with this, a discount ranging from 2.5 to 16% was also announced by VTNL. S.N. Dutt formulated a comprehensive plan to guard DoT\’s market share. Officers were appointed as account holders and were responsible for rendering personalized customer care to commercially important customers hoping to retain them with better services. He also formulated a proposal of discounts which was forwarded to the Circle Head Office (Annexure-II) and a presentation was made by DGM – Marketing K.K. Sen, highlighting the rate at which customer churning was taking place and the need for implementation of new tariff plan. He pleaded with the senior officers that DoT needed to be at least reactive if not proactive, to sustain itself in the market. The proposal was well received and forwarded to the Ministry of Communications for approval. Responding to the need of the hour, the Ministry decided to offer a comprehensive discount of 2.5 to 16% for its heavy users. The scheme was introduced in Bangalore, which was extended first to the state of Karnataka and later on to the entire nation. VTNL, which had so far been concentrating only on the heavy users, decided to now expand its network to get a wider customer base. With this view in mind, a number of promotional schemes were introduced e.g., web phone, a facility for internet usage where access to the net was provided at a cost of 60 paise per call only. It also announced free Internet facility for a year on every new connection. Besides this, VTNL went in for heavy promotion of its schemes. The careful wording of the schemes and enhancement of the number of free calls made the customers feel that they were gainers as far as rentals were concerned. These schemes when launched created very difficult times for VTNL during May -August 2001. By then, DoT had been Corporatised (October 1, 2000) and came to be known as VSNL. The Bangalore office was extremely hopeful that the corporatisation would facilitate. The implementation of new innovative schemes. For drafting a proposal of innovative schemes, VSNL first conducted a market research where in -the database of surrendered connections was used as sample and effort were made to identify the cause of disconnections. The survey revealed that of the total number of disconnections 30% were due to economic recession while 40% were due to customer turning in favor of VTNL while the remaining were due to a multitude of factors interplaying with one another. To redeem the situation, VSNL, Bangalore prepared an innovative plan known as Business Special Plan – Plan 600-800, which offered 800 free calls on a monthly rental of Rs.600 only. The plan was put forward to Chief General Manager at Bangalore for approval. The persistent efforts of K.K. Sen bore fruits and the proposal was approved at the Circle level. However, at the time of launch K. K. Sen realized that they needed TRAI\’s (Telecom Regulatory Authority of India) approval for going ahead. To ensure the unhindered approval of TRAI, modified tariff plans called 500-700 and an economy plan were suggested and sent for approval. While formulating these plans, an attempt was made to segment the market with an intention to target each segment with a customized/specific set of services. Plan 500-700

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IIBMS – TRANSFORMING REUTERS

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CASE: 5  TRANSFORMING REUTERS IIBMS – TRANSFORMING REUTERS London-based Reuters is a venerable company. Established in 1850 and devoted to delivering information around the world by the fastest means available—which in 1850 meant a fleet of 45 carrier pigeons—by the late 1990s the company had developed into one of the largest providers of information in the world. Although Reuters is known best to the public for its independent, unbiased news reporting, 90 percent of Reuters’ revenues are generated by providing information to traders in financial markets. In the 1990s the company used a proprietary computer system and a dedicated telecommunications network to deliver real-time quotes and financial information to Reuters terminals—devices that any self-respecting financial trader could not function without. When Reuters entered the financial data business in the early 1970s, it had 2,400 employees, most of them journalists. By the late 1990s its employee base had swelled to 19,000 most of whom were on the financial and technical side. During this period of heady growth Reuters amassed some 1,000 products, often through acquisitions, such as foreign-language data services, many of which used diverse and sometimes incompatible computer delivery systems. The late 1990s were the high point for Reuters. Two shocks to Reuters’ business put the company in a tailspin. First came the Internet, which allowed newer companies, such as Thompson Financial Services and Bloomberg, to provide real-time financial information to any computer with an Internet connection. Suddenly Reuters was losing customers to a cheaper and increasingly ubiquitous alternative. The Internet was commoditizing the asset on which Reuters had built its business: information. Then in 2001 the stock market bubble of the 1990s finally broke; thousands of people in financial services lost their jobs; and Reuters lost 18 percent of its contracts for terminals in a single year. Suddenly a company that had always been profitable was losing money. In 2001 Reuters appointed Tom Glocer as CEO. The first nonjournalist CEO in the company’s history, Glocer, an American in a British-dominated firm, was described as “not part of the old boys’ network.” Glocer had long advocated that Reuters move to an Internet-based delivery system. In 2000 he was put in charge of rolling out such a system across Reuters but met significant resistance. The old proprietory system had worked well, and until 2001 it had been extremely profitable. Many managers were therefore reluctant to move toward a Web-based system that commoditized information and had lower profit margins. They were worried about product cannibalization. Glocer’s message was that if the company didn’t roll out a Web-based system, Reuters’ customers would defect in droves. In 2001 his prediction seemed to be coming true. Once in charge, Glocer again pushed an Internet-based system, but he quickly recognized that Reuters’ problems ran deeper. In 2002, the company registered its first annual loss in history, £480 million, and Glocer described the business as “fighting for survival.” Realizing that dramatic action was needed, in February 2003 Glocer launched a three-year strategic and organizational transformation program called Fast Forward. It was designed to return Reuters to profitability by streamlining its product offering, prioritizing what the company focused on, and changing its culture. The first part of the program was an announcement that 3,000 employees (nearly 20 percent of the workforce) would be laid off. To change its culture Reuters added an element to its Fast Forward program known as “Living Fast,” which defined key values such as passionate and urgent working, accountability, and commitment to customer service and team. A two-day conference of 140 managers, selected for their positions of influence and business understanding rather than their seniority, launched the program. At the end of the two days the managers collectively pledged to buy half a million shares in the company, which at the time were trading at all-time low. After the conference the managers were fired up; but going back to their regular jobs, they found it difficult to convey that sense of urgency, confidence, and passion to their employees. This led to the development of a follow-up conference: a one-day event that included all company employees. Following a video message from Glocer and a brief summary of the goals of the program, employees spent the rest of the day in 1,300 cross-functional groups addressing challenges outlined by Glocer and proposing concrete solutions. Each group chose one of “Tom’s challenges” to address. Many employee groups came up with ideas that could be rapidly implemented—and were. More generally, the employees asked for greater clarity in product offerings, less bureaucracy, and more accountability. With this mandate managers launched a program to rationalize the product line and streamline the company’s management structure. In 2003 the company had 1,300 products. By 2005 Reuters was focusing on 50 key strategic products, all delivered over the Web. The early results of these changes were encouraging. By the end of 2004 the company recorded a £380 million profit, and the stock price had more than doubled.   Questions   What technological paradigm shift did Reuters face in the 1990s? How did that paradigm shift change the competitive playing field? Why was Reuters slow to adopt Internet-based technology? Why do you think Tom Glocer was picked as CEO? What assets did he bring to the leadership job? What do you think of Glocer’s attempts to change the strategy and organizational culture at Reuters? Was he on the right track? Would you do things differently? IIBMS – TRANSFORMING REUTERS At Global Study Solutions, we take immense pride in our ability to offer specialized support to students pursuing various programs at IIBMS (Institute Indian Institute of Business Management & Studies). Our dedicated team comprises experienced professionals who excel in crafting precise and well-researched solutions for assignments and case studies across different disciplines and courses. Our commitment to aiding students in achieving academic success aligns perfectly with the educational standards upheld by IIBMS Institute (Institute Indian Institute of Business Management & Studies). We understand the importance of delivering high-quality, customized solutions that meet the unique requirements of assignments

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IIBMS – EASTERN MACHINES COMPANY

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Case 5: IIBMS – EASTERN MACHINES COMPANY IIBMS – EASTERN MACHINES COMPANY Raj, who was in charge production felt that there are many problems to be attended to. But Quality Control was the main problem, he thought, as he found there were more complaints and litigations as compared to last year. With the demand increasing, he does not want to take any chances. So he went down to assembly line, but was greeted by an unfamiliar face. He introduced himself. Raj: I am in charge of checking the components, which we use, when we assemble the machines for customers. For most of the components, suppliers are very reliable and we assume that there will not be any problem. When we generally test the end product, we don’t have failures. Namdeo: I am Namdeo. I was in another dept. and has been transferred recently to this dept. Raj: Recently we have been having problems, and there has been some complaint or other about the machines we have supplied. I am worried and would like to check the components used. I would like to avoid lot of expensive rework. Namdeo: But it would be very expensive to test every one of them. It will take at least half an hour for each machine. I neither have the staff nor the time. It will be rather pointless as majority of them will pass the test. Raj: There has been more demand than supply for these machines in last 2 years. We have been buying many components from many suppliers. We have been producing more with extra shifts. We are trying to capture the market and increase our market share. Namdeo: We order for components from different places, and sometimes we do not have time to check all. There is a time lag between order and supply of components, and we cannot wait as production will stop. We use whatever comes soon as we want to complete our orders. Raj: Oh! Obviously we need some kind of checking. Some sampling technique to check the quality of the components. We need to get a sample from each shipment from our component suppliers. But I do not know how many we should test. Namdeo: We should ask somebody from our statistics dept. to attend to this problem.   As a Statistician advice what kind of Sampling schemes can we consider and what factors will influence choice of scheme. What are the questions we should ask Mr. Namdeo who works in the assembly line? IIBMS – EASTERN MACHINES COMPANY At Global Study Solutions, we take immense pride in our ability to offer specialized support to students pursuing various programs at IIBMS (Institute Indian Institute of Business Management & Studies). Our dedicated team comprises experienced professionals who excel in crafting precise and well-researched solutions for assignments and case studies across different disciplines and courses. Our commitment to aiding students in achieving academic success aligns perfectly with the educational standards upheld by IIBMS Institute (Institute Indian Institute of Business Management & Studies). We understand the importance of delivering high-quality, customized solutions that meet the unique requirements of assignments and case studies within the institute\’s curriculum. Whether in MBA, EMBA, GMS, DMS, or any other programs offered at IIBMS Institute (Institute Indian Institute of Business Management & Studies), our team is equipped to provide expert guidance and meticulously crafted solutions. We prioritize accuracy, originality, and timely delivery; ensuring students receive the necessary assistance to excel academically. We are dedicated to fostering an environment of academic excellence and providing dependable support to the esteemed students of IIBMS Institute (Institute Indian Institute of Business Management & Studies). IIBMS Answer Sheets IIBMS Mumbai IIBMS Bangalore Customized Answer Solutions MBA Assignment Solutions EMBA Case Study Solutions GMS Answer Sheets DMS Assignment Help Professional Writing Assistance Tailored Academic Solutions Comprehensive Answer Sheets Specialized IIBMS Support Academic Writing Services Timely Submission Support Expertly Crafted Answers Personalized Guidance Reliable IIBMS Assistance Get expert assistance with your IIBMS Institute (Institute Indian Institute of Business Management & Studies) assignments and answer sheets from our professional academic writing services. Our team specializes in supporting students with IIBMS Institute (Institute Indian Institute of Business Management & Studies) coursework, ensuring top-notch answer sheets and comprehensive solutions. Ace, with our tailored assistance, your IIBMS Institute exams, offering precise guidance and accurate answer sheet preparation. Seeking reliable help for your IIBMS Institute studies? Trust our academic writing services for meticulously crafted answer sheets and exceptional support. Score high in your IIBMS Institute assessments by availing our expert aid in preparing comprehensive and well-structured answer sheets.   IIBMS Institute Project Report Writing Services IIBMS Institute Customized Project Reports IIBMS Institute Project Support IIBMS Institute Professional Project Report Assistance Tailored Solutions for Project Reports IIBMS Institute Quality Project Documentation IIBMS Institute Expert Project Report Writers IIBMS Institute Comprehensive Project Analysis IIBMS Institute Structured Project Report Services IIBMS Institute Detailed Project Documentation IIBMS Project Evaluation Support IIBMS Institute Custom Project Report Formats IIBMS Institute Project Research and Analysis MBA/EMBA/GMS/DMS Project Reports   IIBMS Institute (Institute Indian Institute of Business Management & Studies) assignments, solved papers, and study materials are available through our academic writing services. Seeking assistance with IIBMS Institute coursework? Our professional team delivers accurate and timely solutions for all your academic needs. Our specialized academic writing support simplifies access to IIBMS Institute (Institute Indian Institute of Business Management & Studies) question papers and model answers. Need expert guidance for your IIBMS Institute assessments? Our service offers comprehensive solutions for students seeking assistance. Our academic writing services ensure precise and high-quality answers for IIBMS Institute assignments, aiding students in their educational journey.   Academic writing professionals play a crucial role in assisting students with their university assignments, striving to achieve several key goals: Quality Assurance: Their primary aim is to deliver high-quality content that meets academic standards and fulfills the requirements of the university assignments. This involves thorough research, proper structuring, and adherence to guidelines provided by the educational institution. Originality and Plagiarism-Free Content: Professionals in this field emphasize originality by creating authentic content free from plagiarism. To maintain academic

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IIBMS – CHOOSING BETWEEN PROJECTS IN ABC COMPANY

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CASE – 3   IIBMS – CHOOSING BETWEEN PROJECTS IN ABC COMPANY IIBMS – CHOOSING BETWEEN PROJECTS IN ABC COMPANY ABC Company has three projects to choose from. The Finance Manager, the operations manager are discussing and they are not able to come to a proper decision. Then they are meeting a consultant to get proper advice. As a consultant, what advice you will give? The cash flows are as follows. All amounts are in lakhs of Rupees. Project 1: Duration 5 Years Beginning cash outflow = Rs. 100 Cash inflows (at the end of the year) Yr. 1 – Rs 30; Yr. 2 – Rs 30; Yr. 3 – Rs 30; Yr.4 – 10; Yr.5 – 10 Project 2: Duration 5 Years Beginning Cash outflow Rs. 3763 Cash inflows (at the end of the year) Yr. 1 – 200; Yr. 2 – 600; Yr. 3 – 1000; Yr. 4 – 1000; Yr. 5 – 2000. Project 3: Duration 15 Years Beginning Cash Outflow – Rs. 100 Cash Inflows (at the end of the year) Yrs. 1 to 10 – Rs. 20 (for 10 continuous years) Yrs. 11 to 15 – Rs. 10 (For the next 5 years) Question: If the cost of capital is 8% which of the 3 projects should the ABC Company accept? IIBMS – CHOOSING BETWEEN PROJECTS IN ABC COMPANY At Global Study Solutions, we take immense pride in our ability to offer specialized support to students pursuing various programs at IIBMS (Institute Indian Institute of Business Management & Studies). Our dedicated team comprises experienced professionals who excel in crafting precise and well-researched solutions for assignments and case studies across different disciplines and courses. Our commitment to aiding students in achieving academic success aligns perfectly with the educational standards upheld by IIBMS Institute (Institute Indian Institute of Business Management & Studies). We understand the importance of delivering high-quality, customized solutions that meet the unique requirements of assignments and case studies within the institute\’s curriculum. Whether in MBA, EMBA, GMS, DMS, or any other programs offered at IIBMS Institute (Institute Indian Institute of Business Management & Studies), our team is equipped to provide expert guidance and meticulously crafted solutions. We prioritize accuracy, originality, and timely delivery; ensuring students receive the necessary assistance to excel academically. We are dedicated to fostering an environment of academic excellence and providing dependable support to the esteemed students of IIBMS Institute (Institute Indian Institute of Business Management & Studies). IIBMS Answer Sheets IIBMS Mumbai IIBMS Bangalore Customized Answer Solutions MBA Assignment Solutions EMBA Case Study Solutions GMS Answer Sheets DMS Assignment Help Professional Writing Assistance Tailored Academic Solutions Comprehensive Answer Sheets Specialized IIBMS Support Academic Writing Services Timely Submission Support Expertly Crafted Answers Personalized Guidance Reliable IIBMS Assistance Get expert assistance with your IIBMS Institute (Institute Indian Institute of Business Management & Studies) assignments and answer sheets from our professional academic writing services. Our team specializes in supporting students with IIBMS Institute (Institute Indian Institute of Business Management & Studies) coursework, ensuring top-notch answer sheets and comprehensive solutions. Ace, with our tailored assistance, your IIBMS Institute exams, offering precise guidance and accurate answer sheet preparation. Seeking reliable help for your IIBMS Institute studies? Trust our academic writing services for meticulously crafted answer sheets and exceptional support. Score high in your IIBMS Institute assessments by availing our expert aid in preparing comprehensive and well-structured answer sheets.   IIBMS Institute Project Report Writing Services IIBMS Institute Customized Project Reports IIBMS Institute Project Support IIBMS Institute Professional Project Report Assistance Tailored Solutions for Project Reports IIBMS Institute Quality Project Documentation IIBMS Institute Expert Project Report Writers IIBMS Institute Comprehensive Project Analysis IIBMS Institute Structured Project Report Services IIBMS Institute Detailed Project Documentation IIBMS Project Evaluation Support IIBMS Institute Custom Project Report Formats IIBMS Institute Project Research and Analysis MBA/EMBA/GMS/DMS Project Reports   IIBMS Institute (Institute Indian Institute of Business Management & Studies) assignments, solved papers, and study materials are available through our academic writing services. Seeking assistance with IIBMS Institute coursework? Our professional team delivers accurate and timely solutions for all your academic needs. Our specialized academic writing support simplifies access to IIBMS Institute (Institute Indian Institute of Business Management & Studies) question papers and model answers. Need expert guidance for your IIBMS Institute assessments? Our service offers comprehensive solutions for students seeking assistance. Our academic writing services ensure precise and high-quality answers for IIBMS Institute assignments, aiding students in their educational journey.   Academic writing professionals play a crucial role in assisting students with their university assignments, striving to achieve several key goals: Quality Assurance: Their primary aim is to deliver high-quality content that meets academic standards and fulfills the requirements of the university assignments. This involves thorough research, proper structuring, and adherence to guidelines provided by the educational institution. Originality and Plagiarism-Free Content: Professionals in this field emphasize originality by creating authentic content free from plagiarism. To maintain academic integrity, they ensure that all information is appropriately cited and referenced. Meeting Deadlines: Timely submission is a significant goal for academic writing professionals. They work within specified deadlines to provide students with completed assignments, enabling them to submit their work punctually. Clear and Coherent Communication: Professionals strive to convey complex ideas in a clear, coherent, and academically appropriate manner. They focus on effective communication to ensure the content is easily understandable to the target audience. Supporting Learning and Comprehension: Beyond completing assignments, academic writing professionals aim to support students\’ learning by providing explanations, analysis, and additional resources that help students grasp the subject matter more comprehensively. Customization and Client Satisfaction: They tailor their services to individual student needs, providing personalized assistance and ensuring client satisfaction by addressing specific requirements and preferences. Continuous Improvement: Academic writing professionals continuously update their knowledge base, research techniques, and writing skills to adapt to evolving academic standards and deliver the best possible support to students.  

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IIBMS – COMPUTATION OF COST OF CAPITAL OF PALCO LTD

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CASE : 4 IIBMS – COMPUTATION OF COST OF CAPITAL OF PALCO LTD IIBMS – COMPUTATION OF COST OF CAPITAL OF PALCO LTD In October 2003, Neha Kapoor, a recent MBA graduate and newly appointed assistant to the Financial Controller of Palco Ltd, was given a list of six new investment projects proposed for the following year.  It was her job to analyse these projects and to present her findings before the Board of Directors at its annual meeting to be held in 10 days.  The new project would require an investment of Rs. 2.4 crore.        Palco Ltd was founded in 1965 by Late Shri A. V. Sinha. It gained recognition as a leading producer of high quality aluminum, with the majority of its sales being made to Japan.  During the rapid economic expansion of Japan in the 1970s, demand for aluminum boomed, and palco’s sales grew rapidly.  As a result of this rapid growth and recognition of new opportunities in the energy market, Palco began to diversify its products line.  While retaining its emphasis on aluminum production, it expanded operations to include uranium mining and the production of electric generators, and finally, it went into all phases of energy production.  By 2003, Palco’s sales had reached Rs. 14 crore level, with net profit after taxes attaining a record of Rs. 67 lakh. As Palco expanded its products line in the early 1990s, it also formalized its caital budgeting procedure.  Until 1992, capital investment projects were selected primarily on the basis of the average return on investment calculations, with individual departments submitting these calculations for projects falling within their division.  In 1996, this procedure was replaced by one using present value as the decision making criterion. This change was made to incorporate cash flows rather than accounting profits into the decision making analysis, in addition to adjusting these flows for the time value of money.  At the time, the cost of capital for Palco was determined to be 12 per cent, which has been used as the discount rate for the past 5 years.  This rate was determined by taking a weighted average cost Palco had incurred in raising funds from the capital market over the previous 10 years. It had originally been Neha’s assignment to update this rate over the most recent 10-year period and determine the net present value of all the proposed investment opportunities using this newly calculated figure.  However, she objected to this procedure, stating that while this calculation gave a good estimate of “the past cost” of capital, changing interest rates and stock prices made this calculation of little value in the present.  Neha suggested that current cost of raising funds in the capital market be weighted by their percentage mark-up of the capital structure.  This proposal was received enthusiastically by the Financial Controller of the Palco, and Neha was given the assignment of recalculating Palco’s cost of capital and providing a written report for the Board of Directors explaining and justifying this calculation. To determine a weighted average cost of capital for Palco, it was necessary for Neha to examine the cost associated with each source of funding used.  In the past, the largest sources of funding had been the issuance of new equity shares and internally generated funds.  Through conversations with Financial Controller and other members of the Board of Directors, Neha learnt that the firm, in fact, wished to maintain its current financial structure as shown in Exhibit 1.   Exhibit 1 Palco Ltd Balance Sheet for Year Ending March 31, 2003 Assets Liabilities and Equity Cash Accounts receivable Inventories Total current assets Net fixed assets Goodwill Total assets Rs.      90,00,000 3,10,00,000 1,20,00,000 5,20,00,000 19,30,00,000     70,00,000 25,20,00,000   Accounts payable Short-term debt Accrued taxes Total current liabilities Long-term debt Preference shares Retained earnings Equity shares Total liabilities and equity shareholders fund   Rs.      8,50,000 1,00,000 11,50,000 1,20,00,000 7,20,00,000 4,80,00,000 1,00,00,000   11,00,000   25,20,00,000     She further determined that the strong growth patterns that Palco had exhibited over the last ten years were expected to continue indefinitely because of the dwindling supply of US and Japanese domestic oil and the growing importance of other alternative energy resources.  Through further investigations, Neha learnt that Palco could issue additional equity share, which had a par value of Rs. 25 per share and were selling at a current market price of Rs. 45.  The expected dividend for the next period would be Rs. 4.4 per share, with expected growth at a rate of 8 percent per year for the foreseeable future.  The flotation cost is expected to be on an average Rs. 2 per share.        Preference shares at 11 per cent with 10 years maturity could also be issued with the help of an investment banker with an investment banker with a per value of Rs. 100 per share to be redeemed at par.  This issue would involve flotation cost of 5 per cent. Finally, Neha learnt that it would be possible for Palco to raise an additional Rs. 20 lakh through a 7 – year loan from Punjab National Bank at 12 per cent.  Any amount raised over Rs. 20 lakh would cost 14 per cent.  Short-term debt has always been usesd by Palco to meet working capital requirements and as Palco grows, it is expected to maintain its proportion in the capital structure to support capital expansion.  Also, Rs. 60 lakh could be raised through a bond issue with 10 years maturity with a 11 percent coupon at the face value.  If it becomes necessary to raise more funds via long-term debt, Rs. 30 lakh more could be accumulated through the issuance of additional 10-year bonds sold at the face value, with the coupon rate raised to 12 per cent, while any additional funds raised via long-term debt would necessarily have a 10 – year maturity with a 14 per cent coupon yield.  The flotation cost of issue is expected to be 5 per cent.  The issue price of bond

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IIBMS – COOKING LPG LTD DETERMINATION OF WORKING CAPTIAL

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CASE : 01 IIBMS – COOKING LPG LTD DETERMINATION OF WORKING CAPTIAL IIBMS – COOKING LPG LTD DETERMINATION OF WORKING CAPTIAL Introduction Cooking LPG Ltd, Gurgaon, is a private sector firm dealing in the bottling and supply of domestic LPG for household consumption since 1995. The firm has a network of distributors in the districts of Gurgaon and Faridabad. The bottling plant of the firm is located on National Highway – 8 (New Delhi – Jaipur), approx. 12 kms from Gurgaon.  The firm has been consistently performing us.”  And plans to expand its market to include the whole National Capital Region.        The production process of the plant consists of receipt of the bulk LPG through tank trucks, storage in tanks, bottling operations and distribution to dealers.   During the bottling process, the cylinders are subjected to pressurized filling of LPG followed by quality control and safety checks such as weight, leakage and other defects.  The cylinders passing through this process are sealed and dispatched to dealers through trucks.  The supply and distribution section of the plant prepares the invoice which goes along with the truck to the distributor. Statement of the Problem : Mr. I. M. Smart, DGM (Finance) of the company, was analyzing the financial performance of the company during the current year.  The various profitability ratios and parameters of the company indicated a very satisfactory performance.  Still, Mr. Smart was not fully content-specially with the management of the working capital by the company.  He could recall that during the past year, in spite of stable demand pattern, they had to, time and again, resort to bank overdrafts due to non-availability of cash for making various payments.  He is aware that such aberrations in the finances have a cost and adversely affects the performance of the company.  However, he was unable to pinpoint the cause of the problem.        He discussed the problem with Mr. U.R. Keenkumar, the new manager (Finance).  After critically examining the details, Mr. Keenkumar realized that the working capital was hitherto estimated only as approximation by some rule of thumb without any proper computation based on sound financial policies and, therefore, suggested a reworking of the working capital (WC) requirement.  Mr. Smart assigned the task of determination of WC to him. Profile of Cooking LPG Ltd. 1)         Purchases: The Company purchases LPG in bulk from various importers ex-Mumbai and Kandla, @ Rs. 11,000 per MT.  This is transported to its Bottling Plant at Gurgaon through 15 MT capacity tank trucks (called bullets), hired on annual contract basis.  The average transportation cost per bullet ex-either location is Rs. 30,000.  Normally, 2 bullets per day are received at the plant.  The company makes payments for bulk supplies once in a month, resulting in average time-lag of 15 days. 2)         Storage and Bottling: The bulk storage capacity at the plant is 150 MT (2 x 75 MT storage tanks) and the plant is capable of filling 30 MT LPG in cylinders per day.  The plant operates for 25 days per month on an average.  The desired level of inventory at various stages is as under. LPG in bulk (tanks and pipeline quantity in the plant) – three days average production / sales. Filled Cylinders – 2 days average sales. Work-in Process inventory – zero. 3)         Marketing: The LPG is supplied by the company in 12 kg cylinders, invoiced @ Rs. 250 per cylinder.  The rate of applicable sales tax on the invoice is 4 per cent.  A commission of Rs. 15 per cylinder is paid to the distributor on the invoice itself.  The filled cylinders are delivered on company’s expense at the distributor’s godown, in exchange of equal number of empty cylinders.  The deliveries are made in truck-loads only, the capacity of each truck being 250 cylinders.  The distributors are required to pay for deliveries through bank draft.  On receipt of the draft, the cylinders are normally dispatched on the same day.  However, for every truck purchased on pre-paid basis, the company extends a credit of 7 days to the distributors on one truck-load. 4)         Salaries and Wages: The following payments are made: Direct labour – Re. 0.75 per cylinder (Bottling expenses) – paid on last day of the month. Security agency – Rs. 30,000 per month paid on 10th of subsequent month. Administrative staff and managers – Rs. 3.75 lakh per annum, paid on monthly basis on the last working day. 5)    Overheads: Administrative (staff, car, communication etc) – Rs. 25,000 per month – paid on the 10th of subsequent month. Power (including on DG set) – Rs. 1, 00,000 per month paid on the 7th Subsequent month. Renewal of various licenses (pollution, factory, labour CCE etc.) – Rs. 15,000 per annum paid at the beginning of the year. Insurance – Rs. 5, 00,000 per annum to be paid at the beginning of the year. Housekeeping etc – Rs. 10,000 per month paid on the 10th of the subsequent month. Regular maintenance of plant – Rs. 50,000 per month paid on the 10th of every month to the vendors. This includes expenditure on account of lubricants, spares and other stores. Regular maintenance of cylinders (statutory testing) – Rs. 5 lakh per annum – paid on monthly basis on the 15th of the subsequent month. All transportation charges as per contracts – paid on the 10th subsequent month. Sales tax as per applicable rates is deposited on the 7th of the subsequent month. 6)   Sales: Average sales are 2,500 cylinders per day during the year.  However, during the winter months (December to February), there is an incremental demand of 20 per cent. 7)   Average Inventories: The average stocks maintained by the company as per its policy guidelines: Consumables (caps, ceiling material, valves etc) – Rs. 2 lakh. This amounts to 15 days consumption. Maintenance spares – Rs. 1 lakh Lubricants – Rs. 20,000 Diesel (for DG sets and fire engines) – Rs. 15,000 Other stores (stationary, safety items) – Rs. 20,000 8)    Minimum cash balance including bank

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IIBMS – Eastern Machines Company  

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Case 5: Eastern Machines Company IIBMS – Eastern Machines Company Raj, who was in charge production felt that there are many problems to be attended to. But Quality Control was the main problem, he thought, as he found there were more complaints and litigations as compared to last year. With the demand increasing, he does not want to take any chances. So he went down to assembly line, but was greeted by an unfamiliar face. He introduced himself. Raj: I am in charge of checking the components, which we use, when we assemble the machines for customers. For most of the components, suppliers are very reliable and we assume that there will not be any problem. When we generally test the end product, we don’t have failures. Namdeo: I am Namdeo. I was in another dept. and has been transferred recently to this dept. Raj: Recently we have been having problems, and there has been some complaint or other about the machines we have supplied. I am worried and would like to check the components used. I would like to avoid lot of expensive rework. Namdeo: But it would be very expensive to test every one of them. It will take at least half an hour for each machine. I neither have the staff nor the time. It will be rather pointless as majority of them will pass the test. Raj: There has been more demand than supply for these machines in last 2 years. We have been buying many components from many suppliers. We have been producing more with extra shifts. We are trying to capture the market and increase our market share. Namdeo: We order for components from different places, and sometimes we do not have time to check all. There is a time lag between order and supply of components, and we cannot wait as production will stop. We use whatever comes soon as we want to complete our orders. Raj: Oh! Obviously we need some kind of checking. Some sampling technique to check the quality of the components. We need to get a sample from each shipment from our component suppliers. But I do not know how many we should test. Namdeo: We should ask somebody from our statistics dept. to attend to this problem. Question: As a Statistician advice what kind of Sampling schemes can we consider and what factors will influence choice of scheme. What are the questions we should ask Mr. Namdeo who works in the assembly line?   IIBMS – Eastern Machines Company At Global Study Solutions, we take immense pride in our ability to offer specialized support to students pursuing various programs at IIBMS (Institute Indian Institute of Business Management & Studies). Our dedicated team comprises experienced professionals who excel in crafting precise and well-researched solutions for assignments and case studies across different disciplines and courses. Our commitment to aiding students in achieving academic success aligns perfectly with the educational standards upheld by IIBMS Institute (Institute Indian Institute of Business Management & Studies). We understand the importance of delivering high-quality, customized solutions that meet the unique requirements of assignments and case studies within the institute\’s curriculum. Whether in MBA, EMBA, GMS, DMS, or any other programs offered at IIBMS Institute (Institute Indian Institute of Business Management & Studies), our team is equipped to provide expert guidance and meticulously crafted solutions. We prioritize accuracy, originality, and timely delivery; ensuring students receive the necessary assistance to excel academically. We are dedicated to fostering an environment of academic excellence and providing dependable support to the esteemed students of IIBMS Institute (Institute Indian Institute of Business Management & Studies). IIBMS Answer Sheets IIBMS Mumbai IIBMS Bangalore Customized Answer Solutions MBA Assignment Solutions EMBA Case Study Solutions GMS Answer Sheets DMS Assignment Help Professional Writing Assistance Tailored Academic Solutions Comprehensive Answer Sheets Specialized IIBMS Support Academic Writing Services Timely Submission Support Expertly Crafted Answers Personalized Guidance Reliable IIBMS Assistance Get expert assistance with your IIBMS Institute (Institute Indian Institute of Business Management & Studies) assignments and answer sheets from our professional academic writing services. Our team specializes in supporting students with IIBMS Institute (Institute Indian Institute of Business Management & Studies) coursework, ensuring top-notch answer sheets and comprehensive solutions. Ace, with our tailored assistance, your IIBMS Institute exams, offering precise guidance and accurate answer sheet preparation. Seeking reliable help for your IIBMS Institute studies? Trust our academic writing services for meticulously crafted answer sheets and exceptional support. Score high in your IIBMS Institute assessments by availing our expert aid in preparing comprehensive and well-structured answer sheets.   IIBMS Institute Project Report Writing Services IIBMS Institute Customized Project Reports IIBMS Institute Project Support IIBMS Institute Professional Project Report Assistance Tailored Solutions for Project Reports IIBMS Institute Quality Project Documentation IIBMS Institute Expert Project Report Writers IIBMS Institute Comprehensive Project Analysis IIBMS Institute Structured Project Report Services IIBMS Institute Detailed Project Documentation IIBMS Project Evaluation Support IIBMS Institute Custom Project Report Formats IIBMS Institute Project Research and Analysis MBA/EMBA/GMS/DMS Project Reports   IIBMS Institute (Institute Indian Institute of Business Management & Studies) assignments, solved papers, and study materials are available through our academic writing services. Seeking assistance with IIBMS Institute coursework? Our professional team delivers accurate and timely solutions for all your academic needs. Our specialized academic writing support simplifies access to IIBMS Institute (Institute Indian Institute of Business Management & Studies) question papers and model answers. Need expert guidance for your IIBMS Institute assessments? Our service offers comprehensive solutions for students seeking assistance. Our academic writing services ensure precise and high-quality answers for IIBMS Institute assignments, aiding students in their educational journey.   Academic writing professionals play a crucial role in assisting students with their university assignments, striving to achieve several key goals: Quality Assurance: Their primary aim is to deliver high-quality content that meets academic standards and fulfills the requirements of the university assignments. This involves thorough research, proper structuring, and adherence to guidelines provided by the educational institution. Originality and Plagiarism-Free Content: Professionals in this field emphasize originality by creating authentic content free from plagiarism. To maintain academic integrity, they

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IIBMS – Choosing Between Projects in ABC Company

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Case 4: Choosing Between Projects in ABC Company IIBMS – Choosing Between Projects in ABC Company ABC Company has three projects to choose from. The Finance Manager, the operations manager is discussing and they are not able to come to a proper decision. Then they are meeting a consultant to get proper advice. As a consultant, what advice you will give? The cash flows are as follows. All amounts are in lakhs of Rupees. Project 1: Duration 5 Years Beginning cash outflow = Rs. 100 Cash inflows (at the end of the year) Yr. 1 – Rs 30; Yr. 2 – Rs 30; Yr. 3 – Rs 30; Yr.4 – 10; Yr.5 – 10   Project 2: Duration 5 Years Beginning Cash outflow Rs. 3763 Cash inflows (at the end of the year) Yr. 1 – 200; Yr. 2 – 600; Yr. 3 – 1000; Yr. 4 – 1000; Yr. 5 – 2000.   Project 3: Duration 15 Years Beginning Cash Outflow – Rs. 100 Cash Inflows (at the end of the year) Yrs. 1 to 10 – Rs. 20 (for 10 continuous years) Yrs. 11 to 15 – Rs. 10 (For the next 5 years)   Question:   If the cost of capital is 8% which of the 3 projects should the ABC Company accept? IIBMS – Choosing Between Projects in ABC Company At Global Study Solutions, we take immense pride in our ability to offer specialized support to students pursuing various programs at IIBMS (Institute Indian Institute of Business Management & Studies). Our dedicated team comprises experienced professionals who excel in crafting precise and well-researched solutions for assignments and case studies across different disciplines and courses. Our commitment to aiding students in achieving academic success aligns perfectly with the educational standards upheld by IIBMS Institute (Institute Indian Institute of Business Management & Studies). We understand the importance of delivering high-quality, customized solutions that meet the unique requirements of assignments and case studies within the institute\’s curriculum. Whether in MBA, EMBA, GMS, DMS, or any other programs offered at IIBMS Institute (Institute Indian Institute of Business Management & Studies), our team is equipped to provide expert guidance and meticulously crafted solutions. We prioritize accuracy, originality, and timely delivery; ensuring students receive the necessary assistance to excel academically. We are dedicated to fostering an environment of academic excellence and providing dependable support to the esteemed students of IIBMS Institute (Institute Indian Institute of Business Management & Studies). IIBMS Answer Sheets IIBMS Mumbai IIBMS Bangalore Customized Answer Solutions MBA Assignment Solutions EMBA Case Study Solutions GMS Answer Sheets DMS Assignment Help Professional Writing Assistance Tailored Academic Solutions Comprehensive Answer Sheets Specialized IIBMS Support Academic Writing Services Timely Submission Support Expertly Crafted Answers Personalized Guidance Reliable IIBMS Assistance Get expert assistance with your IIBMS Institute (Institute Indian Institute of Business Management & Studies) assignments and answer sheets from our professional academic writing services. Our team specializes in supporting students with IIBMS Institute (Institute Indian Institute of Business Management & Studies) coursework, ensuring top-notch answer sheets and comprehensive solutions. Ace, with our tailored assistance, your IIBMS Institute exams, offering precise guidance and accurate answer sheet preparation. Seeking reliable help for your IIBMS Institute studies? Trust our academic writing services for meticulously crafted answer sheets and exceptional support. Score high in your IIBMS Institute assessments by availing our expert aid in preparing comprehensive and well-structured answer sheets.   IIBMS Institute Project Report Writing Services IIBMS Institute Customized Project Reports IIBMS Institute Project Support IIBMS Institute Professional Project Report Assistance Tailored Solutions for Project Reports IIBMS Institute Quality Project Documentation IIBMS Institute Expert Project Report Writers IIBMS Institute Comprehensive Project Analysis IIBMS Institute Structured Project Report Services IIBMS Institute Detailed Project Documentation IIBMS Project Evaluation Support IIBMS Institute Custom Project Report Formats IIBMS Institute Project Research and Analysis MBA/EMBA/GMS/DMS Project Reports   IIBMS Institute (Institute Indian Institute of Business Management & Studies) assignments, solved papers, and study materials are available through our academic writing services. Seeking assistance with IIBMS Institute coursework? Our professional team delivers accurate and timely solutions for all your academic needs. Our specialized academic writing support simplifies access to IIBMS Institute (Institute Indian Institute of Business Management & Studies) question papers and model answers. Need expert guidance for your IIBMS Institute assessments? Our service offers comprehensive solutions for students seeking assistance. Our academic writing services ensure precise and high-quality answers for IIBMS Institute assignments, aiding students in their educational journey.   Academic writing professionals play a crucial role in assisting students with their university assignments, striving to achieve several key goals: Quality Assurance: Their primary aim is to deliver high-quality content that meets academic standards and fulfills the requirements of the university assignments. This involves thorough research, proper structuring, and adherence to guidelines provided by the educational institution. Originality and Plagiarism-Free Content: Professionals in this field emphasize originality by creating authentic content free from plagiarism. To maintain academic integrity, they ensure that all information is appropriately cited and referenced. Meeting Deadlines: Timely submission is a significant goal for academic writing professionals. They work within specified deadlines to provide students with completed assignments, enabling them to submit their work punctually. Clear and Coherent Communication: Professionals strive to convey complex ideas in a clear, coherent, and academically appropriate manner. They focus on effective communication to ensure the content is easily understandable to the target audience. Supporting Learning and Comprehension: Beyond completing assignments, academic writing professionals aim to support students\’ learning by providing explanations, analysis, and additional resources that help students grasp the subject matter more comprehensively. Customization and Client Satisfaction: They tailor their services to individual student needs, providing personalized assistance and ensuring client satisfaction by addressing specific requirements and preferences. Continuous Improvement: Academic writing professionals continuously update their knowledge base, research techniques, and writing skills to adapt to evolving academic standards and deliver the best possible support to students.  

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