A Cash Conversion Cycle Approach to Liquidity Analysis

Author(s): Verlyn D. Richards and Eugene J. Laughlin

Source: Financial Management, Vol. 9, No. 1 (Spring, 1980), pp. 32-38
Published by: Wiley on behalf of the Financial Management Association International
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A
to

Cash

Conversion

Liquidity

Cycle

Approach

Analysis

Verlyn D. Richards and Eugene J. Laughlin

The authors both teach at the College of Business Administration at
Kansas State University, where Verlyn Richards is Professor of
Finance and Eugene Laughlin is Professor of Accounting.

Introduction
Althoughworkingcapitalmanagementreceivesless
attentionin the literaturethanlonger-terminvestment
and financingdecisions,it occupiesthe majorportion
of a financialmanager'stime andattention[9, p. 173].
In part,this simplyreflectsthe repetitivenatureof investmentcommitmentswith relativelyshort life expectancyand rapid transformationfrom one investmentformto another[6, pp. 1-2]. Thetime devotedto
workingcapital management,however,also reflects

usableliquidityflowsat the samespeed.It is not clear,

however,that they recognizeexplicitlythe crucialrole
of these differencesin evaluatinga firm's liquidity
position.A cashconversioncycleapproachto working
capitalmanagementillustratesthe potentialdangerof
an intuitiveapproachto liquidityanalysis.

The Static View

the crucial liquidity - or repayment capability - im-

Financial analysts traditionallyhave viewed the

currentratio as a key indicatorof a firm's liquidity
position.Logueand Merville,in an empiricalstudyof
the capital asset pricingmodel, state this traditional
view when they observethat:

plications of a firm's short-term investment and

financingpolicies.Inattentionto the liquiditymanagement processmay cause severedifficultiesand losses
due to adverseshort-rundevelopmentseven for the
firm with favorable long-run prospects. Incorrect
evaluationof the liquidity implicationsof a firm's
workingcapitalneeds may, in turn, subjectcreditors
and investorsto an unanticipatedrisk of default.
Financial managers and their external financial
analyst counterpartsrecognize, at least intuitively,
that all workingcapitalinvestmentsdo not enjoythe
same life expectancy,nor are they transformedinto

As our liquidityvariable,the currentratio (CR) currentassets dividedby currentliabilities- was

chosen. Even a cursoryreview of most investment
texts suggeststhis variable'simportance:it is widely
understoodby investors;has more intuitiveappeal
thanothermeasures,suchas short-termassetsdivided
by total assets;andwas foundin the studyby Beaver,
Kettlerand Scholes [2] to be highlycorrelatedwith
Beta [5, p. 40].
32

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RICHARDSAND LAUGHLIN/LIQUIDITY
ANALYSIS

Generalizationssuch as these must be viewedwith

caution.They fail to recognizethat the basicliquidity
protectionagainstunanticipateddiscrepanciesin the
amountandtimingof operatingcash inflowsand outflows is providedby a firm'scash reserveinvestments
in combinationwith its unused borrowingcapacity
rather than by total currentasset coverage of outstandingcurrentliabilities.
Inter-firmand inter-periodcomparisonsof current
ratio statisticsare of questionablevalue to the financial analyst becauseof qualitativedifferencesin the
liquidity attributesof currentasset investments.A
concentrationof current assets in the less liquid
receivablesand inventoryforms may create an increasingcurrentratioreflectinga deterioratingability
by the firm to cover its currentliabilitiesratherthan
an improvedliquiditypositionfor the firm. Analysts
responded to this problem by supplementingthe
currentratiowiththe morerestrictiveacid-testratio,a
ratio of the "degreeto which a company'scurrent
liabilities are covered by the most liquid current
assets" [1, p. 7]. By eliminatingthe relativelyilliquid
inventoriesand prepaidoperatingexpenses,the acidtest ratio relates a firm's current liabilities to its
remainingcurrentasset commitmentsto cash, nearcash, and receivables."Thus, the quick or acid-test
ratio is a much more severetest of currentliquidity
than is the workingcapital ratio" [8, p. 645].
The so-calledquickassetsin this ratioarepresumed
to be convertibleinto cash at approximatelytheir
stated balance sheet amounts.Firms may, however,
experiencedistinctdifferencesin the speedwithwhich
they can convertreceivables,as well as inventories,to
usablecash flows. Thus, the acid-testratio reflectsa
different,althoughnot necessarilymore reliable,test
of potentialsolvencythan the currentratio does. The
usefulnessof both static liquidityindicatorsis limited
by theirfailureto provideadequateinformationabout
cash flow attributesof the transformationprocess
withina firm's workingcapital position.
Static liquidityindicatorsemphasizeessentiallya
liquidation,ratherthan a going-concern,approachto
liquidity analysis. The ability to meet a firm's
obligationsthroughasset liquidationin the event of
default should be viewed as strictlya second line of
defense. Investors should focus their concern on
avoidingdefaultsituationsby emphasizing1) a firm's
abilityto coverits obligationswithcash flowsfroman
employmentof inventoryand receivableinvestments
withinthe normalcourseof the firm'soperations,and
2) the sensitivity of these operatingcash flows to

33

declining sales and earnings during periods of

economic adversity.Operatingcash flow coverage,
ratherthan asset liquidationvalue, is the crucialelement in liquidityanalysis.

The Operating Cycle Concept

The flow conceptof liquiditycan be developedby
extendingthestaticbalancesheetanalysisof potentialliquidationvalue coverageto includeincome statement
measuresof a firm'soperatingactivity.In particular,
incorporatingaccountsreceivableand inventoryturnover
measuresintoan operating
cycleconceptprovidesa more
appropriateview of liquiditymanagementthan does
relianceon the currentand acid-testratioindicatorsof
solvency.These additionalliquiditymeasuresexplicitly
recognizethat the life expectanciesof some working
capitalcomponentsdepend"uponthe extentto which
threebasicactivities- production,distribution
(sales),
and collection - are noninstantaneousand un[6, p. 3].
synchronized"
Accountsreceivableturnoveris an indicatorof the
withwhicha firm'saveragereceivables
investfrequency
mentis converted
intocash.Changesin creditandcollection policyhavea directimpacton the averageoutstanbalancemaintained
relativeto a
dingaccountsreceivable
firm'sannualsales. Grantingmore liberalterms to a
firm'scustomerscreatesa larger,andpotentiallyless liquid,currentinvestmentin receivables.Unlesssalesincrease at least proportionatelyto the increase in
thispotentialdeterioration
in liquiditywillbe
receivables,
reflectedin a lowerreceivables
turnoveranda moreextendedreceivables
collectionperiod.Decisionsthatcommit a firmto maintaining
largeraveragereceivablesinvestmentsovera longertimeperiodwillinevitablyresult
in highercurrentand acid-testratios.
Inventoryturnoversdepictthe frequencywith which
firms converttheir cumulativestock of raw material,
and finishedgoods into productsales.
work-in-process,
Adoptingpurchasing,productionscheduling,and distributionstrategiesthatrequiremoreextensiveinventory
commitmentsper dollarof anticipatedsalesproducesa
lowerturnoverratio.This,in turn,reflectsa longerand
potentiallyless liquidinventoryholdingperiod.If firms
cannotmodifyeitherthe paymentpracticesestablished
with tradecreditorsor theiraccessto short-termdebt
financingprovidedby non-tradecreditors,decisionsthat
createlongerandlessliquidholdingperiodswillagainbe
accompaniedby a higher currentratio indicatorof
solvency.
The cumulativedays per turnoverfor accounts

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34

FINANCIALMANAGEMENT/SPRING1980

receivableand inventoryinvestmentsapproximates
the
these
lengthof a firm'soperatingcycle. Incorporating
asset turnoversinto an operatingcycle conceptof the
currentassetconversionperiodtherebyprovidesa more
realistic,althoughincomplete,indicatorof a firm'sliquidityposition.The operatingcycleconceptis deficient
as a cashflowmeasurein thatit failsto considerthe liquidityrequirements
imposedon a firm by the time
dimension of its current liability commitments.
thetimepatternof cashoutflowrequirements
Integrating
imposedby a firm'scurrentliabilitiesis as importantfor
liquidityanalysis as evaluatingthe associatedtime
patternof cashinflowsgeneratedby the transformation
of its ci rrentassetinvestments.

The Cash Conversion Cycle

The cash conversioncycle,by reflectingthe net time
intervalbetweenactualcash expenditureson a firm's
purchaseof productiveresourcesand the ultimate
recovery of cash receipts from product sales, establishes the period of time requiredto convert a
dollarof cashdisbursements
backinto a dollarof cash
inflow from a firm's regular course of operations.
Evaluating the interrelated cash inflow-outflow
patternunderlyinga more completeapproachto liquidityanalysisrequiresan additionalflow indicator
for currentliabilities,however.This flow conceptcan
be derived from a payables turnoverratio relating
operatingcosts requiringcurrentcash expendituresto
the accountspayableand accruedpayableliabilities
createdby the short-termdeferralof these operating
expenditures.The relevant payables turnoverratio
will be definedas a firm's annualcash operatingexpenditures(total operatingcosts minusdepreciation,
depletion,amortization,and relatedchargesthat do
not require current cash outlays) divided by the
currenttrade accountsand notes payableplus other
spontaneous liabilities directly associated with
deferredpaymentof these currentoperatingcosts.
As in the case of the inventoryandreceivablesturnover concepts,the liquidityimplicationsof a firm's
payablesturnoverexperiencecan be establishedmore
clearly by a time interval statement reflecting the
firm's average payment period. Specifically, the
averagepaymentperiod- 360daysdividedby the annual payablesturnover- reflects the averagetime
over which a firm defers paymenton the costs incurredto supportits operatingactivities.Whiledeclining inventoryand receivableturnoverratios reflecta
largercurrentasset investmentthat must be financed
over a longer operatingcycle interval, a declining

payablesturnoverratio indicatesa largeraccumulation over a longer period of spontaneousworking

capital financing providedby trade creditors. The
more extended operating cycle associated with a
declininginventoryand receivablesturnoverincreases
a firm's potential liquidity managementproblem.
Conversely,the longer payment period associated
with a decliningpayablesturnovertendsto moderate
the liquiditymanagementproblemfor a firm.
Introductionof a payablesturnoverconceptpoints
out that liquidityanalysisrequiresexplicitrecognition
of the extent to which four basic activities sales,collection,andpayment
purchasing/production,
- create flows within the workingcapital accounts
that are noninstantaneousand unsynchronized.The
cash conversioncycle conceptportraysthese flowsby
integratingrespectivetime intervalsderived from a
firm's typical receivables,inventory, and payables
turnoverexperience.The concepttherebydepictsthe
residualtime intervaloverwhichadditional,nonspontaneousfinancingmust be negotiatedto compensate
for the noninstantaneousand unsynchronizednature
of a firm'sworkingcapital investmentflows.
Exhibit1 illustratesthe relationshipbetweena cash
conversioncycle indicator of the firm's additional,
nonspontaneous working capital financing requirementsand the more traditionaloperatingcycle
concept of its asset conversionperiod. The diagram
points out that a residualcash flow financingperiod
depicted by the cash conversioncycle will be influencedby eitherexpansionor contractionin any of
the three liquidityflow measures:the inventoryconversion period, receivables conversion period, or
payablesdeferralperiod.An increasein the lengthof
the operatingcyclewithouta concomitantlengthening
of the payablesdeferralperiodcreates additionalliquiditymanagementproblemsassociatedwiththeneed
to acquireadditionalnonspontaneous
financingovera
longer, and potentiallyless certain, cash conversion
period.

Financial Management Implications

of the Cash Conversion Cycle
Workingcapitalprovidedby vendorsin the normal
courseof a firm'soperationsis spontaneousfinancing
in the sense that it will automaticallyincreaseand
decreaseover time. The availabilityof suchfinancing
is tied directlyto the typicaltradecredittermsoffered
by vendorsto theircustomersandthe volumeof goods
and services acquired under these terms. A distinguishingfeatureof this spontaneousfinancingis the

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ANALYSIS
RICHARDSAND LAUGHLIN/LIQUIDITY

35

Exhibit 1. Cash ConversionCycle

Product
Sales
Receivables
Conversion Period

Inventory
Conversion Period

~~o-~
c __

Operating Cycle

_LCash
Payables
Deferral Period
h
Cash

I
x
0:r :

CD

Conversion Cycle

Outlay

absence of explicit financing charges as long as

purchaserspay withinthe stipulatedcreditperiodor
within the discount period when a cash discount is
offered for early payment.In additionto the spontaneity and nonexplicitcost attributes,trade credit
also providesflexibilityto workingcapital management because"experienceshowsthat it is possibleto
achievecontinuityin the supplyof tradecreditevenin
adversity when the credit relationship is well
managed"[9, p. 231].
Some instances are found where "manufacturers
quite literallysuppliedall the financingfor new firms
by selling on credit terms substantiallylonger than
those of the new company" [9, p. 230]. The more
typicalfirm will find, however,that relianceon trade
creditcan be economicallyjustifiedfor financingonly
a portion of its working capital investments.The
remainingworking capital investmentrequirements
must be supportedby negotiatingexplicit nonspontaneous financing arrangementswith the firm's
creditorsand owners. It is the need for, and the liquidity managementproblemscreated by, this additional working capital financingrequirementthat
providesthe basicrationalefor adaptingthe operating
cycle concept to a cash conversioncycle concept of
liquidityanalysis.
Cashmanagementconstraintsimposedby the more
uncertaincash flowstypicallyassociatedwitha longer
cash conversioncycle force firms to modifyboth the
investmentand financing aspects of their working
capitalmanagementpolicies.From a financialstructure standpoint, operating cash flow constraints
restricta firm'sabilityto supportadditionalworking
capital financing requirementsby supplementing
spontaneoustrade credit with nontrade sources of
short-termcredit. Short-termcreditorsare less inclined to finance additional working capital investmentson whichthere is a greaterrisk of default
and a greaterpotentialloss in liquidationvaluein the
event of default. Therefore,firms will have to rely
more extensivelyon longer-termfinancingarrangementsto supportdesiredextensionsof theirnon-cash

currentassetcommitmentsto less liquidinventoryand

receivableinvestments.
From the investmentside, firmswill be requiredto
maintainadditionalliquidityreservesin compensating
and precautionarybalancesin order to compete for
the additionalnonspontaneousfinancingdesired to
supporta longerand less certaincash conversioncycle. These additionalcommitmentsto precautionary
balance investments will be required to protect
providersof long-term,as well as short-term,financvariationsin a firm'spattern
ing againstunpredictable
of futureoperatingcash flows.
In general,the movementtowarda longercashconversioncycle will producea largerrequiredcommitment to cash, as well as non-cash,currentasset investments and a less extensive relative ability to
finance these investments with current liabilities.
Therefore,workingcapitalmanagementpoliciesthat
createa longercash conversioncycle can be expected
to producea highercurrentand acid-testratio position for the firm. In contrastto the conventionalview
that highercurrentand acid-testratiosreflecta more
liquid working capital investment position, this
analysis suggeststhat these higherratio values may
simplybe the by-productof a moreextensivecommitmentto less liquidformsof currentassetinvestments.
Negotiating nonspontaneousfinancingto support
both inventory and receivables investments held
beyondthe payablesdeferralperiodwould not be a
significantmanagementproblemif firmscouldpredict
with a high degree9f certaintythe futurepatternof
their operatingcash flows. In an uncertaineconomic
environment,however, the general availability of
additionalcredit financing,and a firm's additional
short-termborrowingcapabilityin particular,may be
inverselyrelatedto the length of its cash conversion
cycle. This inverserelationshipexists becauselonger
cash conversioncycles reducethe flexibilityavailable
to firms in managingtheir cash flows in the face of
economic adversity.The greaterpotentialfor being
locked into excessive inventory and uncollectible
receivablesinvestmentsreducesa firm'sabilityto rely
on funds derived from operatingcash flows for a
timely repaymentof maturingobligations.
This approachbecomes increasinglyapplicableas
firms experience greater volatility in their sales
revenueand,therefore,greateruncertaintyin predicting the amount and timing of their cash receiptsin
responseto changingeconomic conditions.The importance of this increased unpredictability is
magnified, or mitigated, by three additional, interrelatedfactors:the relativeamountsof variableand

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36

FINANCIALMANAGEMENT/SPRING1980

fixed cash operatingexpense, the extent of built-in

rigidities in the current asset turnovers, and the
availabilityof borrowingcapacityto supportdiscontinuities in the firm's cash flow pattern. Larger
amountsof fixed cash expenses,lower currentasset
turnovers, and reduced availability of borrowing
capacitysignificantlyincreaseliquiditymanagement
problems created by an underlying volatility in
revenue.The effect of these three factors is incorporatedin the cash conversioncycle approachto liquiditymanagement.

A Cash Conversion Cycle Illustration

Cashconversioncycle analysiscan be implemented
for most firms with conventionalincome statement
and balancesheet data. For publiclyheld firms, this
informationis generally available in their annual
reportsto stockholdersand their SEC 10-K reports.
Exhibit2 depictsthe datarequiredfor cashconversion
cycle analysisas reportedin the financialstatements
for MartinMariettaCorporation.Exhibit3 illustrates
the firm's liquidityindicatorscomputedfrom these
data. This firm was selected because it reflects the
logic of cashconversioncycle analysisreasonablywell
in an actual ratherthan a theoreticalcontext.
The primarypoint, as illustratedby the Martin
Mariettaexperience,is that staticliquidityanalysisin
the form of current and acid-test ratios may not
providemeaningfulindicatorsof the liquidityposition
with respectto the moreappropriatecash flow standpoint.The declinein the cash conversioncycle and in
the associatedneedfor nonspontaneous
financingover
the 1975-1978periodis indicativeof a moderatingliquiditymanagementproblem.This contrastswith an
impliedincreasein the liquiditymanagementproblem
from the decliningcurrentratio viewpointor an indeterminatechange in the firm's liquidity position
relativeto the mixedbehaviorpatternin the acid-test
ratio. The currentratio, as traditionallyinterpreted,
wouldappearto give the wrongindicatorof changein
liquiditypositionwhilethe acid-testratio simplyfails
to indicateclearlya pronouncedchangein the firm's
operatingcash flows.
The cash conversioncycle should be evaluatedin
relationto a firm'smaintenanceof liquidityreserveinvestments, its availability of unused borrowing
capacity, and potentialvolatility in the firm's cash
flows. Exhibit3 points out that a supplementarytest
of liquidity reserve position can be constructedby
comparingthe firm's cash assets - working cash
balancesplus temporarycash investments- to its
total currentassets. The data for Martin Marietta

showthat a morerapidrecoveryof operatingcashexpenditureshas been accompaniedby an increasing

proportionof currentassets held in the most liquid
form.In the previoussection,we notedthat additional
liquidityreserveswill be requiredto supporta longer
andless certaincash conversioncycle. By contrast,an
increasingliquidityreserveinvestmentcoincidentwith
a shorter and more certain cash conversioncycle
would contributeto an improvingliquidityposition.
This observedrelationshipfor MartinMariettaagain
suggests an improvingliquidity position despite a
decliningcurrentratio and an indeterminanttrendin
the acid-testratio.
Illustratingthe interrelationshipamong the cash
conversioncycle, the availabilityof unusedborrowing
capacity, and the associated problem of cash flow
volatilityis beyondthe scopeof this paper.Procedures
for stipulatinga firm'sborrowingcapacityin relation
to uncertaintyaboutits futurecash flows are not yet
well-developedin the literature.Recently,articlesby
Kim [3], Scott [7], and Krausand Litzenberger[4]
appearto provideuseful insightsinto the problemof
evaluating corporate debt capacity. Continued
researchalongthe linestheyhavesuggestedmay allow
a moreexplicitextensionof the cash conversioncycle
conceptto considerthe liquiditymanagementeffects
of debt capacityconstraints.

Summary
An examination of conventional,static balance
sheet liquidityratios indicatesthe inherentpotential
for misinterpreting
a firm'srelativeliquidityposition.
The extensionof this traditionalanalysisto include
flowsembodiedin the operatingcycleconceptthrough
receivableand inventoryturnovermeasuresdirects
attentiononly to the timing of a firm's cash inflows
and excludesfrom considerationthe time elementof
its cash outflowrequirements.
Sincecash outflowsare
not synchronizedwith inflows for the typical firm,
such an omission is a seriousdeficiencyin liquidity
analysis. Adopting a payablesturnoverconcept extendsthe operatingcycle analysisto incorporateboth
the relevant outflow and inflow components. The
resultingcashconversioncycle analysisprovidesmore
explicitinsightsfor managinga firm'sworkingcapital
position in a manner that will assure the proper
amountandtimingof fundsavailableto meeta firm's
liquidityneeds.

References
1. Annual Statement Studies, Philadelphia, Robert Morris
Associates, 1977.

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37

ANALYSIS
RICHARDSAND LAUGHLIN/LIQUIDITY

Exhibit 2. Selected Financial Data for Martin Marietta Corporation

(000,000 omitted)*
YearEndedDecember31

1978

1977

1976

1975

Net sales

$1,758

$1,440

$1,213

$1,053

Cost of goods sold

Selling, general and
administrativeexpense
Depreciation, depletion,
and amortization

$1,269

$1,030

$ 876

$ 774

192

161

142

132

72

66

63

60

Total operating expense

Net operating income

$1,533
$ 225

$1,257
$ 183

$1,081
$ 132

$ 966
$

87

$ 204

$ 158

$ 107

46

283
199

227
209

178
199

Cash and short-term

investments
Notes and accounts
receivable
Inventories
Prepayments and other
current assets
Total current assets
Accounts payable
Salaries, benefits, and
payroll tax
Income taxes
Currentmaturities of
long-term debt
Total current
liabilities

147
186

16

11

11

14

$ 702

$ 605

$ 495

$ 393

$ 133

$ 106

72
210

48
151

37
88

33
36

14

16

16

14

$ 429

$ 321

$ 227

$ 161

86

78

*Source:Years 1977and 1978,MartinMariettaCorporationAnnualReportto Stockholders, 1978. Years 1975 and 1976, Martin MariettaCorporation10-K
reportsto the SEC.

Exhibit 3. Liquidity Ratios and Cash Conversion Cycle

for Martin Marietta Corporation

StaticRatios:
CurrentRatio
Acid-TestRatio
TurnoverRatios:
ReceivablesTurnover
InventoryTurnover
PayablesTurnover*
CashConversionCycle:
ReceivablesConversionPeriod
InventoryConversionPeriod
OperatingCycle

Less: Payment Deferral Period

Cash Conversion Cycle
Supplementary Static Ratio:
Cash Assets/Current Assets

1978

1977

1976

1975

1.64
1.14

1.88
1.20

2.18
1.26

2.44
1.20

6.21
6.38
7.13

6.34
4.93
7.73

6.81
4.40
8.28

7.16
4.16
8.16

58 days
56 days
114days

57 days
73 days
130days

53 days
82 days
135days

50 days
87 days
137days

50 days
64 days

47 days
83 days

43 days
92 days

44 days
93 days

0.29

0.26

0.22

0.12

*Cost of goods sold plus sellingand generaland administrative

expensedividedby accountspayableplus
salaries,benefits,and payrolltax.

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38

FINANCIALMANAGEMENT/SPRING1980

2. W. Beaver,P. Kettler,andM. Scholes,"TheAssociation

Between Market Determinedand Accounting Determined Risk Measures," The Accounting Review (Oc-

tober 1970),pp. 654-682.

3. E. Han Kim, "A Mean-VarianceTheory of Optimal
CapitalStructureand CorporateDebt Capacity,"Journal of Finance (March 1978), pp. 45-63.

4. A. Kraus and R. Litzenberger,"A State-Preference

Model of Optimal Financial Leverage,"Journal of
Finance(September1973),pp. 911-922.
5. Dennis E. Logue and Larry J. Merville, "Financial
Policy and Market Expectations,"FinancialManage-

ment (Summer1972),pp. 37-44.

6. Dileep R. Mehta, Working Capital Management,

EnglewoodCliffs, N.J., Prentice-Hall,Inc., 1974.

7. James H. Scott, Jr., "A Theory of Optimal Capital
Structure," The Bell Journal of Economics (Spring

1976),pp. 33-54.
8. G. A. Welsch and R. N. Anthony, Fundamentalsof
Financial Accounting, revised ed., Homewood, Ill.,

RichardD. Irwin, 1977.

9. J. Fred Weston and EugeneF. Brigham,Essentialsof
ManagerialFinance,5th ed., Hinsdale,Ill., The Dryden
Press, 1979.

FINANCIAL MANAGEMENT ASSOCIATION

TENTH ANNUAL MEETING
The Financial Management Association brings together practicing financial managers from
industry, financial institutions, and nonprofit and governmental organizations, and members of the
academic community with interests in financial and investment decision-making. The tenth annual
program, October 23-25, 1980, at the Marriott Hotel in New Orleans, Louisiana, will stress the interrelationships between theory and practice in financial and investment management.

1980 Annual Meetings

Dates: October 23-25, 1980
Place: Marriott Hotel
New Orleans, Louisiana
Program Participation: Professor Frank K. Reilly
College of Commerce and Business Administration
University of Illinois
Urbana, Illinois 61801
Tel: (217) 333-6391
Meeting Arrangements: Professor Donald Woodland
Louisiana State University
College of Business Administration
Baton Rouge, Louisiana 70803
Placement Information: Professor John Boquist
Graduate School of Business
Indiana University
Bloomington, Indiana 47401
Tel: (812) 337-8568

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