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This case provides financial statement data for ten companies from ten different industries from Thomson Banker One-Analytics. Using knowledge of the industries' financial characteristics and financial ratios, the case asks student to match each of the ten financial statement data sets to an appropriate industry. The case provides common-sized income statements (all items scaled by revenues), common-sized balance sheets (all items scaled by total assets) and selected financial ratios. All data are averaged over three years-2004-2006-to smooth out one-time items.

Aussie Pies, Inc. was established in Seattle, Washington in 2005 after Anna Amphlett and Andrew Ferris discovered Aussie meat pies on a vacation to Australia. The meat pie, a hand-sized pot pie made with pastry and filled with minced (ground) beef and gravy, is consumed as a takeaway food snack in Australia. To obtain financing from Bank of America, the company's business plan initially forecasted sales of a little over one million dollars in 2006, the first year of operations. But with an aggressive sales and marketing campaign, sales reached $6 million in 2006. Although sales greatly exceeded their expectations, Amphlett and Ferris were disappointed that net income in the first year was only $786,000 and that the company had cash on hand of just $200,000 at the end of 2006.

Newly public Persistent Learning is acquiring vital computer assets. They need to determine how the lease or purchase decision will impact their financial statements, and how the market will react given previously forecast earnings and competitor's accounting.

The case documents how Naresh Goyal, chairman of Jet Airways (India) Limited founded the airline and related business group, and built the 'Jet Airways' brand from the early 1990s to 2004. Deploying new aircraft, maintaining young fleet, and focusing on passengers' convenience and service quality, he positioned the airline to the needs of Indian business travellers, garnered more than 40 percent market share and attained brand leadership by 2004. With prudent pricing, cost and yield management, Jet Airways enjoyed healthy profit margins of 20 to 30 percent since early 2000. On the back of strong profitability, market position, brand equity, and booming Indian capital markets and economy, the airline priced its 2005 public issue aggressively but investors' feedback on a red herring prospectus called for brand ownership, which it licensed from Jet Enterprises Limited, a group company promoted and owned by Naresh. The carrier appointed Mumbai-based auditors to value the brand and Jet Enterprises began registering the trademark globally. While Carl Saldhana, Chief Financial Officer, hoped that the auditors would arrive at a formula to value the brand and complete its transfer in six months' time, the trademark registration in some countries hit a snag.

A recent Cuban immigrant establishes a new notions store. The initial 3-month, GAAP-based income statement differs from one prepared by an economist friend. The store owner wants to know why one shows a profit and the other a loss.

The case documents how Naresh Goyal, chairman of Jet Airways (India) Limited founded the airline and related business group, and built the 'Jet Airways' brand from the early 1990s to 2004. Deploying new aircraft, maintaining young fleet, and focusing on passengers' convenience and service quality, he positioned the airline to the needs of Indian business travellers, garnered more than 40 percent market share and attained brand leadership by 2004. With prudent pricing, cost and yield management, Jet Airways enjoyed healthy profit margins of 20 to 30 percent since early 2000. On the back of strong profitability, market position, brand equity, and booming Indian capital markets and economy, the airline priced its 2005 public issue aggressively but investors' feedback on a red herring prospectus called for brand ownership, which it licensed from Jet Enterprises Limited, a group company promoted and owned by Naresh. The carrier appointed Mumbai-based auditors to value the brand and Jet Enterprises began registering the trademark globally. While Carl Saldhana, Chief Financial Officer, hoped that the auditors would arrive at a formula to value the brand and complete its transfer in six months' time, the trademark registration in some countries hit a snag.

The case delineates how Olam International Limited became a global supplier of 14 agro-products including cashew nuts, cocoa and coffee. As Olam embarked on a growth-by-acquisition model, in addition to its organic growth model, the company had to reassess the need to adjust its present risk management system. The Board's risk committee was tasked to deliberate on the matter.

A 23-year-old sales executive for a multinational office furniture and supply company was thinking of leaving the company over a dispute regarding her compensation. After doing some cost analysis on the feasibility of starting a recruiting agency, the young entrepreneur decided it was worth trying. One year later, the company had experienced a successful and profitable first year. This follow-up to the (A) case, 9A99B033, provides the opportunity to compare estimates with actual financial performance.

Sailing Voyages, Inc. is a tour boat company offering day cruises on a sailing schooner. In this exercise, the owner of the company needs to determine the amount and nature of costs and revenues with varying number of sailing voyages and a limited season of operation.

A village leader must reallocate farmland and decides to hold a competition among the three most capable farmers in the village. The contract to the farmland will be awarded to the farmer with the best performance in the growing season. The growing season is over and the village leader must review the farmers' capital structure, capacity, and leasing costs, and make his decision.

The balanced scorecard revolutionized conventional thinking about performance metrics. When Robert Kaplan and David Norton first introduced the concept in 1992, companies were busy transforming themselves to compete in the world of information; their ability to exploit intangible assets was becoming more decisive than their ability to manage physical assets. The scorecard allowed companies to track financial results while monitoring progress in building the capabilities needed for growth. The tool was not intended to be a replacement for financial measures but rather a complement--and that's just how most companies treated it. Some companies went a step further, however, and discovered the scorecard's value as the cornerstone of a new strategic management system. In this article from 1996, the authors describe how the balanced scorecard can address a serious deficiency in traditional management systems: the inability to link a company's long-term strategy with its short-term financial goals. The scorecard lets managers introduce four new processes that help companies make that important link. The first process--translating the vision--helps managers build a consensus concerning a company's strategy and express it in terms that can guide action at the local level. The second--communicating and linking--calls for communicating a strategy at all levels of the organization and linking it with unit and individual goals. The third--business planning--enables companies to integrate their business plans with their financial plans. The fourth--feedback and learning--gives companies the capacity for strategic learning, which consists of gathering feedback, testing the hypotheses on which a strategy is based, and making necessary adjustments.

The main objective of this case is to introduce students to the calculation and usage of ratios in a real world environment. Secondly, students will be required to access, read and use an actual annual report. Lastly, Dairy Farm International is an Asian-based multinational and, therefore, by using comparative data from a United Kingdom multinational, Tesco, and a local Canadian company, Sobeys, students will be introduced to issues related to international financial comparisons.

A brief exercise to reinforce elements of manufacturing accounting and depreciation.

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.

A successful Canadian jewelry manufacturer and distributor contemplates entering the U.S. market and how best to do it. Students are required to: 1) identify costs relevant to the decision and categorize them as either investments, fixed costs or variable costs; 2) calculate unit contribution, contribution-margin ratio and weighted-average-contribution-margin rates; 3) perform a breakeven analysis and interpret its meaning using relevant parameters; 4) project profitability of a chosen distribution strategy; and 5) perform sensitivity analysis with respect to the expected sales level. Students are required to understand and analyse the opportunities and risks associated with entering a new geographic market and combine their qualitative and quantitative analysis when deciding which distribution strategy to pursue.

A successful Canadian jewelry manufacturer and distributor contemplates entering the U.S. market and how best to do it. Students are required to: 1) identify costs relevant to the decision and categorize them as either investments, fixed costs or variable costs; 2) calculate unit contribution, contribution-margin ratio and weighted-average-contribution-margin rates; 3) perform a breakeven analysis and interpret its meaning using relevant parameters; 4) project profitability of a chosen distribution strategy; and 5) perform sensitivity analysis with respect to the expected sales level. Students are required to understand and analyse the opportunities and risks associated with entering a new geographic market and combine their qualitative and quantitative analysis when deciding which distribution strategy to pursue.

Two property developers disagree over whether to go ahead immediately with a housing development on land which they have just jointly purchased, which has draft approval for one development plan, or to resubmit a new application for a possibly more controversial but more profitable alternative development plan. The new plan could result in some delay to the development.

The principal of St. Clement's School was considering a potential expansion to the school's facilities. There were many issues for the principal to consider including how to fund the expansion, the impact on the school's programs, and the impact on the school of increased enrollments. Most importantly, she had to consider the impact of an expansion on the distinct culture of the school. This case is an introductory capital budgeting example set in a non-profit organization rich in context.

Trans Global Corporation is a multinational company facing a complex set of inter-related problems including: international financial reporting standards, impact of a country's EU status, functional currency decisions, currency translation methods, exchange rates and impact of using derivatives to hedge currency changes.