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Challenges of money market
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NTRODUCTION:
A portfolio manager, Kimi working for a large cap fund company called NorthPoint Group, had a difficult decision to make while looking at Nike Inc. financials: whether Kimi should buy Nike shares or not for the fund Group she was working for. Kimi needed to consider all aspects of Nike Inc. financial position. On July 28,2011 Nike Inc. held a analyst’s meeting to disclose their fiscal year 2001 as well as to revitalize the company who wasn’t performing well. Thus, the meeting showed that Nike Inc. experienced some difficulties during the past years. First, Nike Inc. revenues have reached a plateau since 1997 of $9 billion and its net income has decreased from $800 million to $520 million. Also, it showed that Nike Inc. market share for their US athletic shoes had decreased from 48% in 1997 to 42% in 2000, their supply chain systems wasn’t efficient enough and a strong dollar has drove the company’s profitability/revenue down.
During Nike Inc. meeting, it was decided that the company could increase revenue by producing more athletic shoes products for the mid-price segment as well as developing their apparel segment and getting more control on their expenses. The analysts projected a long-term revenue growth target at 8-10% and earnings-growth target above 15%.
Kimi looked at all the reports from the July 28 meeting but couldn’t find a clear recommendation to make a clear decision. Thus, she decided to make her on discounted cash flow forecast in order to submit a clear decision to her fund. She also conducted a sensitivity analysis that showed that Nike Inc. was undervalued at discount rates below 11.17%.
Kimi was running out of time since she had an important meeting to held and needed to calculate Nike Inc. ...
... middle of paper ...
...$37).
Recommendation
In conclusion, since Nike Inc. is overvalued we advise Kimi not to buy market share for her large cap fund company, NorthPoint. The stock price needs to be equal or almost equal to its value in order for Kimi to get Nike Inc. market share and add the company to NorthPoint portfolio. The stock market is very volatile, therefore, Kimi should wait and see if the stock price is neither undervalued nor overvalued. Moreover, Nike Inc. is a very promising company for the upcoming years since during their meeting, management said that they are going to boost revenues, invest in the athletic shoe items for the mid price segment and push its apparel line. All those measure could boost the stock market price for the future, making it more appealing for Kimi’s large cap fun and bringing the stock price to be valued at its fair price.
Earlier 2002, the stock price of Agnico-Eagle Mines sharply decreased by $1 finally closed at $13.89. This price has reached one of the lowest level, from the company's historical perspective. As a professional equity portfolio manager, who has a large number of AEM stocks on hand. Acker and his team are necessary to find a proper way to estimated the fair value of AEM as well as its equity. Discounted Cash Flow (DCF) has been chosen to do this job. The theory behind DCF valuation approach is that the firm's value can be estimated by using the expected future free cash flow discounted by an appropriate discounted rate (Koller etc 2005). However several assumptions need to be clearly examined within this approach. The following sections are showing the process of DCF step by step.
Mondavi’s stock appears to be over valued by approximately 100% compared to 1997 and 1998’s per share market value. According to the EPS ratio, such over valuation appears to be consistent from ’97 to ’98, according to the EPS ratio. Therefore, it seems that investors would be hesitant to purchase Mondavi’s stock.
Demand these days for athletic apparel and shoes are off the roof because of the health conscious culture. This trendy culture is all cross the world which brings a large profit for companies like Nike, Under Armor and etc. As the companies start to compete with celebrity sponsors or sports teams in this market naturally investors demand and stock prices increase.
Since its creation, Nike has proven itself as a popular brand and it has created niches by selling products such as footwear, apparels and various types of sports equipment. This paper will attempt to trace the product development of Nike shoes from its origins in conception and design to the manufacturing and production process located in contract factories in developing countries to advertising and marketing of Nike as a cultural commodity and finally, the retailing of the footwear around the world.
In order to boost revenue, management decided to develop more athletic-shoe products in the midpriced segment, which are sold for $70-$90 a pair. As for the cost side to be considered, Nike planned to put more effort into expense control. The company executives forecasted long-term revenue growth targets of 8% to 10% and earnings growth targets of above 15%. In order to make an investment decision regarding the mutual fund she managed, Ford decided to develop her own discounted cash flow forecast. Since Ford was not sure whether to buy the stock, she asked Cohen to estimate
Nike’s goal is to remain unique and different from others in terms of the items offered on the market. Arguably, Nike belongs to a monopolistically competitive market as there only a few organizations with the ability to regulate the amount charged for their product which means they cannot make their prices high as this is likely to make customers move on to other available choices (Nike, Inc., 2012). However, Nike can find a balance between the prices to charge for their products and remaining competitive with other companies in the industry. Nike has formed a distinction between the appearance and performance of their footwear and that of their competitors. Although products are differentiated from other companies, they still influence each other because they are items of the same
Only a week earlier, on June 28, 2001, Nike had held an analysts' meeting to disclose its fiscal-year 2001 results.1 The meeting, however, had another purpose: Nike management wanted to communicate a strategy for revitalizing the company. Since 1997, its revenues had plateaued at around $9 billion, while net income had fallen from almost $800 million to $580 million (see Exhibit 1). Nike's market share in U.S. athletic shoes had fallen from 48%, in 1997, to 42% in 2000.2 In addition, recent supply-chain issues and the adverse effect of a strong dollar had negatively affected revenue.
Many global companies like Nike, Inc. are seen as role models both in the market place as well as in society in large. That is why they are expected to act responsibly in their dealings with humanity and the natural world. Nike benefits from the global sourcing opportunities, therefore areas such as production and logistics have been outsourced to partner companies in low-wage countries like China, Vietnam, Indonesia and Thailand. As a result the company is limited nowadays to its core competencies of Design and Marketing.
The following content provided will include information regarding Nikes Inc. cash management strategies, which will include more in depth information from the previous group paper. In addition, working capital recommendations will be provided to senior management base on next year’s in the pro-forma financial statements.
The marketing goals are: Increase customer retention, Increase eCommerce Sales, Increase our Community Involvement. The first goal specifically works towards reaching 60% repeat sales through different promotional strategies like emotional marketing and sponsoring different professional athletes. Customer retention is extremely important to maintain Nike’s market leader position. Increasing eCommerce is a major focus for Nike. Last year we were able to increase our eCommerce sales by a profitable 51%. Our second goal is to continue this trend by increasing online sales by 50% every year for the next four years. It is our belief that doing so will solidify Nike as a leader in the online athletic market. Nike truly believes that sport can change
Nike’s Asian operations had previously continued to soar generating US$300 million in 1994 in revenues to a whopping US$1.2 billion in 1997. However based on the Asian economic crisis, this had adversely affected revenues, while regional layoffs were inevitable. Nike also performed well in the European market generating about US$2 billion in sales and a good growth momentum was expected, however, some parts of Europe were only slowly recovering from an economic downturn. In the Americas (Canada and the U.S.A.), Nike experienced a growth rate for several quarters. The U.S. alone generated approximately US$5 billion in sales. The Latin American market at this point was exposed to economic volatility; however Nike still saw them as a market with “great potential for the future”.
We analyzed the market for two weeks to determine when the equity market would turn from a bearish to bullish market. Without a change in the market and a declining bond price, we decided to invest in equities according to our investment strategy, which brought us into the second phase of our portfolio. Therefore, at the beginning of February we bought shares in Sirius, Microsoft, Neon, Washington Mutual, and Nike. As assumed, the equity market continued to plummet decreasing the value of all our stocks except for our Gold Corporation stock.
Nevertheless, Nike is an extremely diverse company with outstanding organizational structure, impressive marketing strategy, and innovative products. The organizational structure of the Nike Corporation helped them become a leading innovator for the world with creative apparels and shoes. Their intelligent marketing strategies assist them in advertising their products to motive their customers and sell them. Their innovative product motivates customers with great performance footwear and quality designs to take on any obstacles. The Nike Corporation discovers various ways to improve their organizational structure to inspire the world.
Nike American Sportswear generated revenue of 7495 million US dollars in 2014, which was almost double of 2009 revenue of Nike Sportswear (Statista, 2015).The sales of (Athletic) Sportswear of Nike 90 million US dollars, however, the sale of Adidas Sportswear (Competitor of Nike) was 25 million US dollars, which was not even one third of Nike Sportswear sales (Statista, 2015).Nonetheless, the return on assets and equity are 13.41% and 26.43% respectively (Yahoo Finanace, 2015).
shoe industry has is getting its stock value to rise again because all but Nike