The Executive Summary, Case Study Example

This presentation to Seagram’s Board of Directors shall deal with the pros and the cons that will impact the strategic decision to sell Seagram’s current office in Hong Kong, and relocate the organization to a more spacious and modern surroundings that will fully accommodate the entire operational functions, within the next 25 days.

Critically, all relevant alternatives will be considered and presented, as well as their impacts upon Seagram’s future performances and its final the model that will be constructed to ensure market competitive and operational efficiency and profitability are maintained.

Factors that will impact on the final decision that this current Vice President of Finance for Seagram’s Greater China will be making are, the office space in Hong Kong, the current situation in terms of our total monthly of $78,652,  Seagram’s present floor locations and space requirements, the cost and schedule of the next upgrade, Seagram Value Added concept, the contents of the PDA that will expeditiously need to be signed, renting and leasing costs versus the benefits of purchase, and the status of the Hong Kong real estate market  as well as the country’s tax laws.

Compelling arguments regarding the unavoidable cost of refurbishing should not escape the attention of the Board, who like this presenter is always cognizant and supportive of the need to maintain Seagram’s reputation of providing excellent working conditions for its highly valued employees in all locations.

The questions on the minds of our stakeholders will definitely be will be the how this move will impact on Seagram’s future cash flows and financial performance, and the answers will be provided by the type of model that will be recommended. Years of experience significantly qualify this presenter to adopt the AFC model; which will be constructed using Seagram’s 15% cost of capital, the outcomes of 10% and 15 % hurdle rates for low risk and high risk environment, a 10 year NPV method, well reasoned qualitative arguments, as well as expected, best case and worst case scenarios, to fully justify the recommendations that will be advanced before this august body resident in Montreal.

The contents of the presentation represented the best approach that can be taken, given the limited operating time constraint for this strategic relocation. However, it should be borne in mind that had this factor not being in place, certain factors like depreciation allowance, rebuilding allowance, the status of the Hong Kong market, the unit cost of office space and management fee, Seagram’s operating space requirements, and refurbishing cost, would not have changed, and as such the same final decision may have been arrived at regardless of the impact of time.

Works Cited

Grum, G., (1999). Seagram Greater China Relocation in Hong Kong Ivey Management Services Ivy Publishing (1999) Print