The owner of an indoor beach volleyball and rock climbing recreational facility in London, Ontario, is considering expanding by adding a rooftop patio and outdoor beach volleyball court. Students are asked to perform a business size-up and to analyze the expansion qualitatively. Students are required to list all the cash flows associated with the expansion and classify them as relevant (cash, future and different), recurring or one-time costs. Once this is completed, students are to perform a differential analysis, with sensitivity analysis, where necessary, to determine the return on investment and to establish the payback period. Finally, students are to make a decision about going ahead with the expansion.
The owner of a vending operation located in Windsor, Ontario, must record all financial activities for the fiscal year to determine the company's financial success. The business sold a healthy energy product through more than 300 vending machines located in gyms, malls and educational campuses across Canada. Students are required to record transactions associated with cash, accounts receivable (including write offs, recoveries and bad debts), retail inventory (purchases, returns, discounts, FOB terms, valuation and the lower-of-cost-or-market rule) and fixed assets (purchase, amortization, repairs, trade-ins and sales).
After one year of operations, the new manager of a tennis pro shop and bar lounge must prepare, with the help of the company's accountant, financial statements from notes kept throughout the year. The case is intended to be an introductory exercise in accounting for simple transactions relating to assets, liabilities, revenues and expenses. Adjusting entries such as amortization and cost of goods sold are required. Students are asked to complete the accounting cycle by preparing closing entries and an income statement and balance sheet.
The chief executive officer of a chemical company supplying cleaning and hygiene products is preparing a bid worth $3 million in new business. Students are asked to analyze the industry, construct and interpret a statement of cash flows, calculate and interpret financial ratios, perform a differential analysis, project a cash budget, calculate sales breakeven and project a statement of earnings and a balance sheet.
A newly appointed operations manager was expected to provide his expertise in the planning, launch and ongoing operations for three corporately-owned Part King stores, the first of which was scheduled to open in December 2005. The operations manager wondered if moving to a corporate model made sense at all or whether it was better to retain the franchise structure that was already in place. He was particularly concerned about how best to motivate the managers of a corporate-owned store given that they did not share in its ownership. Were there some components of the control system that was currently in place in the franchise store model that would also be appropriate for the corporate-owned store model that was in the works? Were there some components of the existing control system that needed improvements as well?
A small family-oriented recreation park owned by the Corporation of the City of London, Ontario, has received $6 million for improvements. Of this amount, $1 million has yet to be spent. Students are asked to (1) analyse the industry and competitive conditions for a family-oriented theme park; (2) organize and analyse survey results; (3) perform a straightforward sub-unit evaluation; (4) perform a vertical analysis; (5) complete two differential analyses (with varying difficulty); (6) project a statement of earnings; (7) recommend a financing alternative and (8) devise a promotional plan within the constraints of a budget.
Students are asked to assess a potential purchaser's personal goals and skills, as well as: financial feasibility, operating capacity and current promotional strategy to determine if a legal courier company should be purchased. Students are expected to develop detailed cash budgets, evaluate current pricing and promotional strategies, and to make recommendations about financing and the number of employees to hire under different volume assumptions.
The owner and sole proprietor of a small clothing company has to plan a future marketing strategy. The company has not yet generated a profit from the seasonal store operation in Sauble Beach or from annual sales in two London, Ontario fitness clubs. This case will expose students to major marketing decisions involving product, price, promotion and place (distribution). It will also emphasize the importance of a thorough market analysis and corporate capabilities analysis before evaluating marketing alternatives and making decision. The case gives students practice calculating contribution and contribution margin rates and encourages students to develop a promotional strategy around a new method of distribution. Students also learn how to illustrate the use of a projected income statement, which will crystallize the student's marketing decisions.
The partners of a furniture company manufacturing Muskoka chairs from hockey sticks must decide whether to expand the distribution of their current product offering, or to introduce new and complimentary products. Students are required to discuss strategy, calculate costs, and determine the long-term impact on the company when volume and additional products are added.