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Evaluates the role that the quarterly conference calls play in a company's overall communications strategy with investors. In particular, students are asked to assess what additional information they can learn from the conference call that they would not otherwise learn in reading quarterly earnings results and financial statements.

AMB Property Corporation set out to be a leader in corporate governance and financial reporting. The company, a publicly traded real estate investment trust (REIT) that acquires, develops, and owns industrial properties, believed that its governance and reporting practices were among the best in the industry. The implementation of good disclosure practices in the REIT industry was not a simple undertaking. Historically, the real estate industry was dominated by private partnerships and institutional investors who used tax and partnership accounting rather than generally accepted accounting principles (GAAP). As a result, there was a need for new financial terms that were meant to bridge the differences between GAAP and private partnership accounting, notably funds from operations. However, because such industry-specific metrics were not consistently calculated, it was difficult for users of REIT financial statements to compare operating results across companies. Public REITs that used non-GAAP metrics were required to reconcile these metrics to GAAP standards, a process which added significantly to the length of REIT financial reports. In addition, companies were required to apply GAAP accounting standards that were mostly designed for industries other than real estate and had the unintended consequence of making it difficult to evaluate the operating performance of REITs and compare those results across periods. Explores the issue of financial reporting in the REIT industry, including important FASB standards that potentially distort REIT financial results, the use of Funds From Operations as a metric of financial performance, and different approaches for valuing REITs.

A financial statement, ratio analysis involving a high-growth retail company. An individual shareholder in the Costco Wholesale Corp. is trying to evaluate the operational performance of the business she has invested in over the last five years. She seeks to answer two questions: Has Costco become more or less efficient over this time period? And how has it financed its growth? She organizes her analysis into three parts: common-size financial statements, sustainable growth modeling, and benchmarking ratios particular to retail companies. Provides information on developments in mass merchandising in the United States, with an emphasis on discounter retailing over the last 40 years. Costco's performance set in historical context provides the relative background information necessary to make a comparative evaluation between Costco and other industry participants.

An investor is called on to make a forecast and valuation for Costco. Provides information about the history of Costco as an investment, industry growth drivers, and forecasting models.

It was June 9, 1998, and Charles Elson, a law professor and Director on Sunbeam's Board, had just left a distressing Elson and the other outside directors met with outside legal and public relations advisors on June 13, 1998. After discussion of the events, the outside directors voiced that they had lost faith in Dunlap. They contacted the other directors and then called Dunlap to tell him he was terminated. Because of his apparent failure in his duties, Dunlap was fired without a severance package.

It was June 9, 1998, and Charles Elson, a law professor and Director on Sunbeam's Board, had just left a distressing board meeting. The board had met suddenly because, the previous day, Barron's had published an article suggesting that Al Dunlap, CEO of Sunbeam, had been manufacturing earnings since he joined the company in July 1996. This disturbing article came shortly after other bad news. Two months earlier, on April 3, Sunbeam had warned the market that it would report a surprise first quarter loss and, as a result, the stock dropped 25 percent to $34.38 from the previous day's close of $45.56. Sunbeam was now at about $20, 62 percent off its high of $52 achieved just three months earlier. Elson had been confident in Dunlap's ability as a turnaround specialist, especially after his success turning around Scott Paper. But between the recent earnings disappointment and the Barron's article, Elson was beginning to question his friend's actions. Elson needed to confirm for himself if the accusations detailed in the Barron's article were true or not. Was Sunbeam's first quarter earnings shortfall a one-time hiccup to be expected in a turnaround situation or an indication of the larger problems detailed in the Barron's article? He took home the most recent annual report to determine for himself.