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The Oceanic Corporation, a Chesapeake, VA based business, was established in 1994. Glenn Rodgers III founded the organization, which was independently owned at the time, after his retirement from Norentech Corporation.


The Oceanic Corporation was originally formed to provide deliver repair services and quickly earned a Department of Defense (DOD) certified Amendment Boat Restoration (ABR) status. Among the specialties had been structural welded, piping program installation and repairs, electric powered, painting, rigging, machinery and dry-lock job, as well as custom sheet steel fabrication. Additional divisions in the Oceanic included Habitability Installation, Industrial Contracting, and Alteration/Installation Teams (AIT).

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With its preliminary success and good return on investment the company opened and operated establishments in Cal, New Jersey, Fl, Maryland, Philadelphia and Wa.

In 1998, the corporation went general public and its primary public giving was incredibly successful. The stock value had increased from its initial value of $10 to its current level of 35 dollars per discuss. There were at the moment 5 mil shares spectacular. In 1999, the corporation issued 30-year bonds for par, which has a face value of 1000 dollar and a coupon level of 10% per year, and managed to raise $40 , 000, 000 for expansion.

Currently, the AA-rated bonds acquired 25 years left until maturity and ended uphad been quoted in 91. 5% of similar.

Over the past yr, the Oceanic Corporation used a new method for fabricating ceramic material that the business engineers had developed. In June of last year, supervision established the Advanced Elements Group (AM Group), that was dedicated to seeking this technology. The firm recruited Lewis Stone, a senior engineer, to head the AM Group. Larry as well had an MBA from a prestigious school under his belt.

After joining Oceanic, Larry realized that most projects were being approved on a “gut feel way. There were zero formal acceptance criteria in place. Up until after that, the company have been lucky in this most of their projects had been well chosen and it had benefited from good relationships with consumers and suppliers. “This has to change,  said Lewis to his assistant Stephanie, “we won’t be able to possibly be this lucky permanently. We need to determine the business hurdle level and use it in the foreseeable future.  Stephanie Phillips, who had great popularity of the employer, replied, “Yes, Larry, what say we I meltdown the numbers and give those to you within the next couple of days?  “That sounds great, Stephanie,  stated Larry. “My years of experience tell me that after it comes to the hurdle charge for new jobs, one size hardly ever suits it all! 

As Stephanie began taking a look at the economic statements, the lady realized that your woman was going to help to make some presumptions. First, your woman assumed that she thought that the new debt might cost comparable as the yield on outstanding debts and may have the same rating. Second, your woman assumed which the firm would continue bringing up capital intended for future tasks by using the same target ratios as based on the publication values of debt and equity (see Table you for recent balance sheet).

Third, the lady assumed that the equity beta (1. 5) would be the same for all the divisions. Fourth, the lady assumed which the growth prices of income and returns would continue at their historical price (see Stand 2, pertaining to earnings and dividend history). Fifth, the lady assumed the fact that corporate taxes rate would be 34% and then, she thought that the flotation cost for debt would be 5% in the issue cost and that intended for equity will be 10% of selling price. The 1-year Treasury bill produce was 4% and the anticipated rate of return on the market portfolio was 10%.


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