The text file "Ass1_Task1_POIs.txt" can be used as the required text file for Task 1 of Assignment 1. You are welcome to make your own text file. In this file, each row is a building. There are 3 numbers in each row. The first number is the type of building. The next 2 numbers are the coordinates of the building (i.e. an x value and a y value). The x and y values are between 0 and 100, to 2 decimal places. They are separated by a comma (","). Below are the types of buildings that each ID number refers to: 1. Petrol Station 2. Taxi Stand 3. ATM 4. Hospital 5. Shopping Centre Email me or post on the forums if you have any questions: [email protected] TEMPLATE Summary Report for CBI for the Canadian Expansion Recommended Capital Structured Approach and my Recommendation with Justification As Competition Bikes, Inc. expands, I have been requested to look north towards Canada as a possible investiture of business assets into the Canadian Marketplace for possible expansion. Having done a thorough examination and looking over the numerous options that may allow you to further review the possible expansion into Canada; I have deliberated the resulting tabulations as the ones that may be your most optimal solutions, based on the present economy, our own financial standing and Canadian markets. It is important to remember that the allotment of time is a section of five years. Specifically those are Year 9 to Year 13. This is accompanied with the goal of amassing approximately $600,000 for expansion. Here are 6 possible options that I will offer. 1st Fund Expansion with 100% Issuance of Bonds valued at 9% 2nd Fund Expansion with 60% Issuance of Bonds valued at 9%, with an additional release of 40% of Common Stock. 3rd Fund Expansion with 40% Issuance of Bonds valued at 9%, with an additional release of 60% of Common Stocks. 4th Fund Expansion with 20% Issuance of Bonds, valued at 9%, with an additional release of 80% of Common Stocks. 5th Issue a joint Stock Option of 50% Preferred and 50% Common Stocks. 6th Take a Bank Loan with 6% Interest for 5 Years (Year 9 – 13) with minimal return over the duration of the loan. Each one of these six suggestions has a positive and a negative. From the get-go, let’s immediately dismiss the 6th suggestion. A Bank Loan with almost no return for five years is a bad idea. We would be required to have a minimum balance, and that money could be much better spent elsewhere, investing it in our company for better productivity. Bank Loans almost always carry with them minimum requirements, or minimum balances; neither of which will benefit our company. As I see it, we have a pair of good options available to us. Choice number 5 and Choice number 4. Having looked over all of the choices listed, if we take a long-term approach; it would seem that our Choice number 5 would seem the more viable for our growth and expansion. Although Choice number 4 would certainly offer us a nicer short term re ...

1. The text file "Ass1_Task1_POIs.txt" can be used as the required
text file for Task 1 of Assignment 1.
You are welcome to make your own text file.
In this file, each row is a building. There are 3 numbers in each
row.
The first number is the type of building.
The next 2 numbers are the coordinates of the building (i.e. an x
value and a y value).
The x and y values are between 0 and 100, to 2 decimal places.
They are separated by a comma (",").
Below are the types of buildings that each ID number refers to:
1. Petrol Station
2. Taxi Stand
3. ATM
4. Hospital
5. Shopping Centre

2. Email me or post on the forums if you have any questions:
[email protected]
TEMPLATE
Summary Report for CBI for the Canadian Expansion
Recommended Capital Structured Approach and my
Recommendation with Justification
As Competition Bikes, Inc. expands, I have been requested to
look north towards Canada as a possible investiture of business
assets into the Canadian Marketplace for possible expansion.
Having done a thorough examination and looking over the
numerous options that may allow you to further review the
possible expansion into Canada; I have deliberated the resulting
tabulations as the ones that may be your most optimal solutions,
based on the present economy, our own financial standing and
Canadian markets. It is important to remember that the
allotment of time is a section of five years. Specifically those
are Year 9 to Year 13. This is accompanied with the goal of
amassing approximately $600,000 for expansion. Here are 6
possible options that I will offer.
1st Fund Expansion with 100% Issuance of Bonds valued at
9%
2nd Fund Expansion with 60% Issuance of Bonds valued at 9%,
with an additional release of 40% of Common Stock.
3rd Fund Expansion with 40% Issuance of Bonds valued at 9%,
with an additional release of 60% of Common Stocks.
4th Fund Expansion with 20% Issuance of Bonds, valued at
9%, with an additional release of 80% of Common Stocks.
5th Issue a joint Stock Option of 50% Preferred and 50%
Common Stocks.
6th Take a Bank Loan with 6% Interest for 5 Years (Year 9 –
13) with minimal return over the duration of the loan.
Each one of these six suggestions has a positive and a negative.
From the get-go, let’s immediately dismiss the 6th suggestion.

3. A Bank Loan with almost no return for five years is a bad idea.
We would be required to have a minimum balance, and that
money could be much better spent elsewhere, investing it in our
company for better productivity. Bank Loans almost always
carry with them minimum requirements, or minimum balances;
neither of which will benefit our company. As I see it, we have
a pair of good options available to us. Choice number 5 and
Choice number 4.
Having looked over all of the choices listed, if we take a
long-term approach; it would seem that our Choice number 5
would seem the more viable for our growth and expansion.
Although Choice number 4 would certainly offer us a nicer
short term return across the first fiscal year, Choice number 5
(50/50 option) is the one with the overall best return; offering
nice options between our second thru fifth years. If we were to
look at the years, as a whole, we could see that our EPS
(Earnings per Share) for our suggested options totals .2710 if
they’re compared to our next best option which totals .2630 and
our final option comes in at .255. All the remaining others are
less than that.
Due to the fact that I am recommending Choice Number 5,
which is the 50% common 50% preferred stock option, there are
several alterations regarding this preference which are notably
related to the other options that I’ve offered, which need to be
considered:
1. Because you are sidestepping the use of bonds with this
option, you are avoiding having to pay interest which occurs in
all the other choices presented. Year 9’s payment would be
$83,089 per annum. This amount will be dependent upon other
options that are being deliberated.
2. Our Preferred Stock Dividends will require payment in the
amount of $15,000 per annum. Choice Number 5 is going to be
the only selection that would have this disbursement yield.
3. US Federal Income Tax (25%) this Choice will carry the top
income tax payment.
When we examine all of these concerns, we can quickly denote

4. that the benefits are going to outweigh any negatives because of
the fact that we eliminate the bond interest, and because this
selection will offer us the most Earnings before Taxes (EBT).
When I went back and looked over the past several years of
financial data (Specifically Year 6 thru 8), it became rather
apparent that it could be a good time to make my
recommendation for the expansion of our company because it is
not only solid in its liquidity, but also its debt. If we do a quick
review, we can see that we ended Year 8 with $414,038 Cash
and Cash Equivalents. We can also see that our Accounts
Receivable, Net was a cozy $609,960. Both of these numbers
tell me that given our present fiscal position, expansion can and
should be supported.
AREAS OF CONCERN WITHIN OUR CAPITAL BUDGET
There are some areas of concern regarding the Capital Budget.
Areas such as Current Assets and Land when compared to
additional assets in a long-term view. At present, our company;
CBI has $100,000 in land (Year 8 est.) compared to having $3.3
Million (Year 8 est.) in other assets such as our Manufacturing
Plants, Offices, Furniture, Fixtures, and Equipment. The
Equipment alone is five times the value of the land. Of course,
it should be noted that real estate property is one of the few
areas of any business that is going to bring the best long-term
value without major devaluation. As a recommendation, I
would note that this is something we should increase, if
feasible, when we begin our expansion into Canada.
The $600,000 is needed to consider the growth with
$400,000 going towards the facility and an additional $200,000
for backing and other potential operations. When observing the
development of the company expansion, our barrier should be
about 10 percent. In order to define this, the approximations of
both the low and moderate demands are projected as income
statements. It is reasonable to assume that this will rise rather
gradually and then increase more as time goes on. We are going
to have to traverse these financial hurdles, which I consider the

5. least tolerable rate of profit by the 5 year point. We need to
look at not just the low but the medium expectation as well so
we can make an informed decision as to whether or not it will
be best to continue forward.
The reduced sales prospects accept a meager sales growth of
only 1% for Year 10 and Year 11, and then a rise to 2% in Year
12 and Year 13. If we start to look at the income statements,
while they do appear to suggest that these estimations are
attainable, they may not necessarily yield the needed Return of
Investment (ROI) to make our possible acquisition of Canadian
Biking a wise choice.
It’s my opinion that in reviewing the forecast, to evaluate the
Sales and Admin Expenses for Year 13. For the initial
investment years, this number decreases in concert with
advertising expenses when they are also decreased. Year 5 rises
but does not continue being steady. In looking at the cash flows
and the current value factors, we end the 5 year evaluation with
TPV at $560,719. This is $39,281 short of the initial investment
of $600,000. Based on the hurdle rate of 10%, the low
expectations option provides an 8.2% rate of return. This does
not meet the required return of 10% and would not be a sound
investment.
Although this will most likely alter the IRR, I am going to
strongly suggest that this be taken into account so that we will
be able to achieve all of the moderate goals that we have set
with our Forecasted Income. As for the discount rate, typically,
it’s used in the Capital Budgeting of a company, which will
make the net present value for all the cash flows of a certain
project become equal to zero. Investopedia (2011) states NPV
compares the value of a dollar today to the value of that same
dollar in the future. If the projection is positive, it should be
accepted. However, if NPV is negative, the project should
probably be rejected because the cash flow will also be
negative. A good recommendation therefore, would be to select
the highest NPV projects, because these are the ones that are

6. going to offer CBI the highest profit.
Also, if we look at our Cash Flow and analyze its current value
factors, we can see that the moderate estimate over the 5 year
period is positive NPV at $8,447, along with a ROR (Rate of
Return) or 10.4%. Based on the present calculations, the
estimate would surpass our 10% requirement for a ROR.
Also our moderate expectation growth further indicates growth
around 3% for Year 10 and Year 11 followed by an increase to
5% growth YOY for Year 12 and Year 13. These growth
prospects are attainable, but they’re going to be a little more
aggressive and in all likelihood will require more consideration
to realize, then the lower numbers. If we do this, it has the
potential for us to make our investment achieve the preferred
ROR. Regarding the advertising, I am going to offer a
suggestion that our budget for marketing and advertising
allocated within the moderate expectations section be enlarged.
If we really want to see our goals of both 3% and 5%
respectively, then the marketing and advertisement budget is
going to be crucial.
At the moment, the budget for advertising is the same on both
the low and the moderate sales estimates. In order to attain the
moderate return, I am going to recommend once more that our
marketing and advertising resources be enlarged. Although it
should be understood that this will probably alter our current
IRR, this is an action I would endorse taking into account if we
wish to achieve our moderate goals that we set in our Forecast
Income.
Finally, if we look at our cash flows and present value factors,
we can see that our moderate estimates over the 5 years will net
a positive NPV with $8,447 along with an ROR of around
10.4%. Using our existing calculations, my estimates suggest
that we will exceed 10%, CBI’s present required ROR.
OBTAINING AND MANAGING OUR WORKING CAPITAL
Attaining the needed capital required can be done by using one
of the options that I have discussed earlier. That is Choice

7. number 5. I have not, based on all the materials presented,
changed my recommendation for this selection, which would be
to use Choice 5; 50% of Common Stock and 50% of Preferred
Stock. If we compare this to the other choices, we can see that
it will allow us the best Earnings Per Share. However, should
you feel it necessary to look at any additional options or
choices, then perhaps a final recommendation might be to
contact the Small Business Association for a loan. The SBA
could potentially offer us a good rate, and still allow us to avoid
the banking choices. Presently such a choice would allow us a
good loan at 6%, however, we would have to keep a 150k
balance and it would only garner a 1% return. That is a poor
return on investment for us. We could use that 150k on other
things and investments and garner a better return instead of a
measly 1%. One might as well give it to my daughter’s piggy
bank for investment with such demands like 150k balance and a
6% rate.
If you’re going to consider getting an SBA loan, you will need
to remember the SBA is not a lender of money, but rather a
guarantor of the loan (Cooney, 2009). We would still need to
get funding and loans from a reputable financial or commercial
banking business. While both choices are going to require us to
make an investment with our capital, I still think that there
would be better choices then the loan presently being thought
about.
Thanks to the debacle with the economy in the US, and the
gross incompetence of the banks themselves, we must remind
ourselves that getting a loan may be exceptionally difficult,
however, considering our fiscal soundness, we should almost
certainly be approved for one if you so desire.
In reviewing the economic fallout of the past several years, it is
important to note that the US Government is pushing the banks
to offer reasonable rates on loans in order to kickstart the
economy. Therefore it is possible that we might find some
reasonable terms for loans, and this potentially gives CBI the
advantage. Although I still consider my initial Choice Number

8. 5 as the best option to use for your capital project; I am still
going to suggest that we examine the possibility of using the
SBA loans as a measure to lower our Cash Flow and try to
negotiate a good loan rate. Having said that, keep in mind that
if you were able to fund such a venture without outside
assistance, that would be the best course of action. It would be
the best so long as it did not adversely affect our Business
Ratios out of favorable levels.
While CBI has several possible options, you should also think
about the idea of researching other options for financial
assistance like: Venture Capitalists and, if you can find one, an
Angel Investor. Granted, Competition Bikes might not qualify
for some of these (typically they seek out small to midsized
companies), there might be the potential possibility to keep CBI
apart from the expansion into Canada by making it a separate
entity. This could open the opportunity for funding from other
sources.
Also; along with getting the necessary funds, it is
important that you reflect on the most reasonable way to
manage your working capital.
Although your approximations on the modest sales would
advocate that this might be a reaqsonable development, you will
want to observe these valuations and be ready to make
alterations if they are required to assure the best return possible
(Gordon, 2011). It’s also recommended that you retain a day-to-
day track on the development made as well as to ascertain
whether or not you are ahead or behind in your estimates. To
achieve this, you’ll need to track all of your dues and any
possible recurring costs. You should comprise everything that
you’re going to require to operate a company in your estimation
sheet along with some added expenditures that you might not
have possibly forgotten. Although you’ve probably accounted
for most of the expenditures you will also need to make sure to
look for anything not added or factored in like additional
property or local state taxes or possibly some additional

9. marketing, like I recommended earlier in this brief.
Once you’ve positively located these, you will need to divide
the totals by 365.25 to estimate our necessary daily sales in
order for the company to achieve financial success. Although it
might look to be a bit excessive to keep tabs on the financials
on an everyday basis, it would be exceptionally advantageous
for us beginning Year 9 so that we will be able to determine and
monitor the realization of this extension of our company.
Of course this could act like a fiscal workout that you could do
for half of the year, or even just the first quarter of every year.
Whichever way you do it is going to help isolate whether or
not you are achieving the required financial numbers more
quickly than other methods. By recognizing any fiscal
outcomes that are lacking, you’ll be able to quickly modify the
situation in order to realize success on either our yearly or our 5
year plan.
Now pertaining to ways we might acquire some necessary
capital, I would also like to address the possibilities of a lease
or purchasing.
Please see the analysis of my two suggestions which I have
delivered in the spreadsheet with emphasis on the relationship
of the cash flows. Both of these will offer a 6% rate with a
main difference in the two options. The difference is that the
acquisition will require an initial down payment of $50,000 and
that will not reduce the monthly payments, but from a current
assessment of our currency standpoint, that $50,000 would be
put to better use producing revenue than using it for some
initial payment on an expansion or development project. The
option of using a lease does have the buyout option of $50,000,
which, of course, would be the identical to the down payment
within my purchasing scenario prospect. The main change is
the time cost of our on-hand cash as well as our capacity to
retain the $50,000 and use to produce income for another 5
years will be an improved opportunity with all things being
equivalent.
So if we look and compare the overall expenditures, it would

10. suggest that the option for leasing, along with a pre-determined
time for a buyout would be the best way to going forward, with
an outflow total of $321,660. That’s when we compare it with a
purchase option, which comes to a total of $333,999.
WHICH IS BETTER? MERGER OR ACQUISITION of
CANADIAN BIKING, INC.
If we follow on the assumption that you are going to go along
with the decision to press ahead with an, there are going to be a
pair of final options that will need consideration: a corporate
merger or an acquisition.
In considering acquisition, the current price appears to be
a littler high. This is based on the spreadsheet figures noted. If
you were to acquire today the value would total $211,193 with a
fair market price offer of around $286,000. Cash inflow
calculated around $296,019 advocates my suggested offer
amount would be proper. That said, if we consider the present
value, I am not going to recommend this option.
Having looked over the possibility of a merger, I am more
comfortable to suggest this route. I will state my reasoning to
you. For starters, I am basing this on the 3:1 exchange ratio
that was discussed with the present value of CBI shares at $2.25
and Canadian Biking with only $1.35 per share. This 3:1 ratio
equates to about $4.05 Canadian Biking stock for $2.25 of CBI.
Overall, the result would be an EPS (Earning per Share) of
about .076 after merger. This would increase the Earnings per
Share for CBI by about .020.
However, if we look past all the numbers, I believe that
the merger would be a healthier solution, because of the
variances that normally come with any international growth.
Far more importantly, since the company would still have its
core infrastructrre in place it would allow them to remain in
production with all their current processes including the
personnel, providers, and even the contracts. Although both of
my given suggestions would allow for this, I believe that a

11. merger would be the less daunting or problematic option
because it allows for the company to keep growing on its
present foundation still intact.
Merging with Canadian Biking will let it remain on its present
course gilded with the additional resources that our company
has to assist it. Also a merger would be an added motivation
for the existing business to produce rather than falter from the
financial gails that would be recognized once the acquisition
has been finished.
In conclusion: It’s my opinion that expansion will be a
positive and doable decision, based upon all the information
that has been given to me. To that end, I am going to make the
formal recommendation of a Merger, not an Acquisition, and in
order to do so, I am making the formal recommendation that we
obtain the necessary funds by releasing an Issuance of Stock.
50% Common Stock and 50% Preferred. This will allow us the
means to collect the $600,000.000 needed to complete this
expansion.
I would review sales to determine whether or not they’re on par
with my valuations on a day-to-day basis and would recommend
that they be adjusted if amounts are not being seen. I am also
going to make the formal recommendation for you to bolster our
advertising to create additional prospect for attaining reasonable
or above sales marks. I would also make a particular imploring
to you that you do not consider this deal until the delivery
problems within Canada post have been fixed as this could
abolish any chance to attain anticipated outcomes, and these
will be beyond our control. If thoughtfulness and reliable
tracing can be applied, then I would say that this could
potentially be a significant opportunity for us.
TEMPLATE
Financial Analysis Task 3

12. 1 | Page
References
Hilton, R. (2009, March ). Managerial Accounting: Creating
Value in a Dynamic Business Environment. McGraw-Hill
Higher Education.
Cooney, A. G. (2009, June). Working Capital - Why do I need it
now more than ever. Retrieved from:
http://www.agstar.com/articles/Lists/Posts/Post.aspx?ID=13
Terry, M. (2005, April). Working Capital: Financial Options for
Small Businesses. Retrieved from:
http://ezinearticles.com/?Working-Capital:-Financial-Options-
For-Small-Businesses&id=26111
Gordon, A. (2008, July). How to Improve Working Capital
Management.
Retrieved from: http://ezinearticles.com/?How-to-Improve-
Working-Capital-Management&id=397977
2 | Page
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