If the Coat Fits Wear It Essay

The oceanic weed, a Chesapeake, VA based corporation, was established in 1994. Glenn Rodgers III founded the corporation, which was privately have at the time, after his retirement from Norentech Corporation.The Oceanic Corporation was originally organise to provide ship repair services and quickly earned a Department of Defense (DOD) certified revise Boat Repair (ABR) designation. Among its specialties were geomorphological welding, piping system installation and repairs, electrical, painting, rigging, machinery and dry-lock work, as well as usance sheet metal fabrication. Other divisions of The Oceanic included Habitability Installation, Industrial Contracting, and Alteration/Installation Teams (AIT). With its initial success and good return on investing the firm opened and ope set upd facilities in California, New Jersey, Florida, Maryland, Pennsylvania and Washington.In 1998, the company went public and its initial public offering was very successful. The stock worth ha d risen from its initial value of $10 to its current level of $35 per share. There were currently 5 million shares outstanding. In 1999, the company issued 30-year bonds at par, with a face value of $1000 and a coupon rate of 10% per year, and managed to raise $40 million for expansion. Currently, the AA-rated bonds had 25 years left(p) until maturity and were existence quoted at 91.5% of par.Over the past year, the Oceanic Corporation utilized a new method for fabricating composite materials that the firms engineers had developed. In June of last year, management established the Advanced Materials Group (AM Group), which was consecrate to pursuing this technology. The firm recruited Larry Stone, a senior engineer, to head the AM Group. Larry similarly had an MBA from a prestigious university under his belt.Upon joining Oceanic, Larry realized that most projects were being approved on a gut feel approach. There were no formal acceptance criteria in place. Up until then, the comp any had been lucky in that most of its projects had been well selected and it had benefited from good relationships with clients and suppliers. This has to change, said Larry to his assistant Stephanie, we cant possibly be this lucky for ever so. We need to calculate the firms hurdle rate and use it in the future. Stephanie Phillips, who had great admiration for the boss, replied, Yes, Larry, why dont I crunch the numbers and give them to you in spite of appearance the next couple of days? That sounds great, Stephanie, said Larry. My years of experience see me that when it comes to the hurdle rate for new projects, one size hardly ever fits it allAs Stephanie began looking at the financial statements, she realized that she was divergence to make some assumptions. First, she put on that she assumed that the new debt would cost somewhat the alike(p) as the event on outstanding debt and would have the same rating. Second, she assumed that the firm would continue raising capital for future projects by using the same target proportions as determined by the concord values of debt and equity (see add-in 1 for recent balance sheet).Third, she assumed that the equity beta (1.5) would be the same for all the divisions. Fourth, she assumed that the growing rates of earnings and dividends would continue at their historical rate (see Table 2, for earnings and dividend history). Fifth, she assumed that the corporate tax rate would be 34% and finally, she assumed that the flotation cost for debt would be 5% of the issue legal injury and that for equity would be 10% of selling price. The 1-year Treasury bill yield was 4% and the expected rate of return on the market portfolio was 10%.