Integrative Case 1
Merit Enterprise Corp.
Sara Lehn, chief financial officer of Merit Enterprise Corp., was reviewing her presentation one last time before her upcoming meeting with the board of directors. Merit’s business had been brisk for the past 2 years, and the company’s CEO was pushing for a dramatic expansion of Merit’s production capacity. Executing the CEO’s plans would require $4 billion in new capital in addition to $2 billion in excess cash built up by the firm. Sara’s immediate task was to brief the board on options for raising the needed $4 billion.
Unlike most companies its size, Merit had maintained its status as a private company, financing its growth by reinvesting profits and, when necessary, borrowing from banks. Whether ...
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