個案總覽

This case presents financial statements and selected rations for 14 unidentified healthcare organizations and asks that each set of financial information be matched with one of the following healthcare companies: a biotechnology firm, a community nursing company, a distributor (medical), a DME licensee and seller, a DME developer and seller, a home care provider, a hospital (diversified), an insurer, a lab/diagnostic firm, a medical device manufacturer, a nursing home operator, a pharmaceuticals company (branded), a pharmaceuticals company (generics), and a private practice.

Spreadsheet supplement to case UV0351.

Spreadsheet for case UV6289

Spreadsheet supplement for case 910E23.

Spreadsheet supplement for case 910E23.

Spreadsheet Supplement for case 201054

Spreadsheet Supplement for case 201080

Spreadsheet supplements case UV6301

Spreadsheet for product 9A94B026.

Spreadsheet for product 9A95B027.

Spreadsheet for product 9A95B029.

Spreadsheet for product 9B00N016.

Spreadsheet for product 9B01N020.

This is a spreadsheet of the Exhibits for case 111-081, restaurant Valuation: O'Charley's and AFC.

The protagonist in this case is an analyst attempting to value Netflix, Inc., and check whether her recent buy recommendation at a price of $20.00 per share was still valid. Recent bad news had caused the price to drop and she needed to do her best to figure out what was the future for Netflix, and was it undervalued at $17 per share? Intended for MBA students, this case contains her discounted cash flow valuation and a set of assumptions (revenues per customer, retention rates, etc.) students can use to perform a valuation of the existing Netflix customer base as another approach toward judging the $17 stock price. There are two student spreadsheets available for this case (UV4342 and UV4343).

Supplement to 111029

Spreadsheet Supplement for UV2930.

Spreadsheet for case UV6293

In this, the second of a two-case decision analysis series, an entrepreneur must decide whether there are additional benefits from operating in more than one U.S. city. He explores the business model of operating local production facilities in major cities, metro areas with a population of over one million. Going national in year three would allow for a year four launch. Again, the entrepreneur must choose between a discounted and a premium strategy. He must also consider how the U.S. national florists might react to whatever strategy he chooses. Student spreadsheets are available for both the A and the B cases.

Instructor spreadsheet for product 8b10N10.