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Yahoo Finance provides a Web site with extensive company screens that include: market quotes and charts, historical prices, SEC filings, insider transactions, news, options quotes, earnings estimates, links to a corporation s home site and investor relations Web pages, and other information. Information and data is provided to Yahoo Finance by: Edgar Online Inc. (www.edgar-online.com/ ), Market Guide (www. marketguide.com/ ), Reuters (www.reuters.com/ ), and Commodity Systems Inc. (www.csidata.com/ ). Web sites, such as Yahoo Finance and MSN Investor, provide information that is useful for helping to estimate a company s growth rate, a corporation s beta, the 10-year Treasury rates, corporate bond yields, and preferred stock yields, as well as general business news and company-specific news. For each of the inputs required for the FCFF approach and spreadsheet software, we point you to the Web site that will give you the best and most easily accessible information. Also heed this warning you can burn up a lot of time without realizing it following links from one site to another in Cyberspace. On the Internet there is more information available about a corporation than almost anyone can absorb. If you enjoy cyber-surfing, have the time to spare, and have no history of carpel tunnel syndrome great. Point, click, and be merry. If you re just looking to get information to use for a valuation, you may want to follow our suggestions to minimize Internet time.

It also satisfies our need to seek feelings of belonging and esteem, because it can be always on Whenever we need to connect with other humans who will love and value us, we can do so.

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switch from one product to another. Changeover costs were high especially since the factories were set up for high-volume production. Slow-selling products also were costly. In every selling cycle a number of products would sell less than forecast, so Avon had a growing amount of unsold merchandise. Avon s inventory levels were high as much as 150 days worth was typical far too high for a three-week selling cycle. And most of this inventory consisted of unsold items. The capital tied up in inventory would only increase as Avon s business expanded in Europe. Language variants presented another growth-related problem. Avon bought preprinted containers from its suppliers. With new markets came new languages and a growing number of print variants. Given its manufacture-to-forecast approach and the suppliers lead times, Avon had to order a wide range of preprinted containers well before it knew what its sales volumes actually would be in the different markets. This was becoming increasingly complex and wasteful. Avon often would have demand in one country that couldn t be filled because the only containers on hand were printed in another language. Fixing these problems and transforming the supply chain would be an enormous undertaking, one that needed support and a big financial commitment from corporate management.

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Recently, several free Web sites that specialize in DCF stock valuation models have become popular with investors. Each has its strengths and weaknesses and we describe them in this section. ValuePro. This Web site (www.valuepro.net/ ) is near and dear to our hearts. We created the site in concert with the 1999 publication of Streetsmart Guide to Valuing a Stock, and we have administered the site since then. The site is devoted to the DCF method of stock valuation and has links that explain the approach in great detail. In 2000, we introduced a free online valuation service that has become popular with users. Type a stock symbol into the slot on the home Web page (Exhibit 7-2), click on the Get Baseline Valuation button, and the online valuation program accesses data sources for information relating to the company that you are valuing. The program calculates 20 variables, puts them into our valuation algorithm, and calculates the intrinsic stock value our estimate of that day s value of the shares of the company.

through streaming technology. Cellular phones are the first demonstration of this fact. This form of audio-only streaming, from person to person, shows how we value the ability to call for help or talk to loved ones whenever the need arises, no matter where we are. A more poignant and stark example of this phenomenon than the calls made on cellular telephones from the doomed flight 93 over Pennsylvania on the morning of September 11, 2001 would be difficult to find. Had streaming video been available, it is entirely possible that those would have been face-to-face as well as voice-to-voice calls.

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