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The president of Industrial Accessories Ltd (IAL) was preparing for a meeting to consider a management buyout. IAL was a privately owned maker of attachments for construction vehicles based in British Columbia, Canada. It’s founder, Gerald Stone, had decided to sell IAL because of health problems. Because he had no suitable heirs to take on leadership of the company, the president and three other senior managers were considering a buyout strategy. Students must size up the acquisition, place value on the company and propose a financing plan for the acquisition.
A Chinese investment banker is performing due diligence on the potential acquisition of a Canadian manufacturer of health care products. Among her tasks is the need to put a value on the acquisition target. Her client is an independently wealthy investor and chair of Great Wall Holdings (Great Wall). Great Wall was a privately held conglomerate with interests in a wide range of companies. The investment banker is interested in diversifying his holdings outside of China and was especially interested in gaining a modest foothold in the manufacture of health care products in North America.
An equity analyst uses a variety of methods to value Wal-Mart shares with a view to making a buy/sell or hold recommendation for the stock. Her key task is to use an intrinsic value approach to price the shares and to then compare the resulting price with the price at which the stock is traded in the market.