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there should have been more governmental regulation and reviews of large corporations, like Enron.

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Q: What could have been done to avoid the enron scandal?
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Which segment of its operations got Enron into difficulties?

1. Which segment of its operations got Enron into difficulties? 2. Did Enron's directors understand how profits were being made in this segment? Why and why not? a. Enron's directors realized that Enron's conflict of interests policy would be violated by Fastow's proposed SPE management and operating arrangements because they proposed alternative oversight measures. What was wrong with their alternatives? 3. Ken Lay was the chair of the board and the CEO for much of the time. How did this probably contribute to the lack of proper governance? 4. What aspects of the Enron governance system failed to work properly and why? 5. Why didn't more whistleblowers come forward, and why didn't some make significant difference? How would whistleblowers have been encouraged? 6. What were the common aspects that were necessary for the Enron and WorldCom debacles to occur? 7. What actions by directors, executives and professional accountants could have prevented the Enron and WorldCom Debacles 8. Was the enactment of the Sarbanes-Oxley Act (SOX) necessary? Why or why not? 9. What are the three most important improvements in the governance structure that could result from Enron from SOX? 10. What is wrong with Enron's bank financing transactions they knew were without economic substance? 11. How should boards of directors change incentive remuneration schemes for executives to lessen the risk of motivating executives to risk manipulations to enrich themselves 12. What lessons you could learn from reviewing the cases?


Did anyone recommend a sell for Enron before it failed?

According to an article published in the Los Angeles Times in January, 2002, an investor known to specialize in short-selling, named James Chanos, was a prominent critic of Wall Streets valuation of Enron. While his claims received little attention, Chanos began to publicly challenge the reports of Enron's profitability. He began to short Enron stock in early 2001--well ahead of the collapse--and, throughout 2001, a small number of investors began to follow his lead. By December 2, 2001, Enron had declared bankruptcy, thus fueling the ongoing debate about whether investors had been duped, or simply weren't paying attention to the proper indicators.


Why Enron was bankruptcy?

Basically it was pricing itself in the share index for a great deal higher that it should have been. When this was found out, basically it couldn't survive because this is illegal practice.


How did Heemskerk transform Rabobank dramatically?

He reclaimed Rabobank's triple-A bond rating, which had been lost during the Enron crisis. Profits for fiscal 2003 were up 12 percent; further growth was expected for fiscal 2004


How can you avoid accrued interest on a corporate bond?

Buy the bond just after the coupon has been paid (or goes "ex coupon").

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Which segment of its operations got Enron into difficulties?

1. Which segment of its operations got Enron into difficulties? 2. Did Enron's directors understand how profits were being made in this segment? Why and why not? a. Enron's directors realized that Enron's conflict of interests policy would be violated by Fastow's proposed SPE management and operating arrangements because they proposed alternative oversight measures. What was wrong with their alternatives? 3. Ken Lay was the chair of the board and the CEO for much of the time. How did this probably contribute to the lack of proper governance? 4. What aspects of the Enron governance system failed to work properly and why? 5. Why didn't more whistleblowers come forward, and why didn't some make significant difference? How would whistleblowers have been encouraged? 6. What were the common aspects that were necessary for the Enron and WorldCom debacles to occur? 7. What actions by directors, executives and professional accountants could have prevented the Enron and WorldCom Debacles 8. Was the enactment of the Sarbanes-Oxley Act (SOX) necessary? Why or why not? 9. What are the three most important improvements in the governance structure that could result from Enron from SOX? 10. What is wrong with Enron's bank financing transactions they knew were without economic substance? 11. How should boards of directors change incentive remuneration schemes for executives to lessen the risk of motivating executives to risk manipulations to enrich themselves 12. What lessons you could learn from reviewing the cases?


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Did anyone recommend a sell for Enron before it failed?

According to an article published in the Los Angeles Times in January, 2002, an investor known to specialize in short-selling, named James Chanos, was a prominent critic of Wall Streets valuation of Enron. While his claims received little attention, Chanos began to publicly challenge the reports of Enron's profitability. He began to short Enron stock in early 2001--well ahead of the collapse--and, throughout 2001, a small number of investors began to follow his lead. By December 2, 2001, Enron had declared bankruptcy, thus fueling the ongoing debate about whether investors had been duped, or simply weren't paying attention to the proper indicators.


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Why Enron was bankruptcy?

Basically it was pricing itself in the share index for a great deal higher that it should have been. When this was found out, basically it couldn't survive because this is illegal practice.