In 2008 San Francisco International Airport (known by its three-letter airport code, SFO) had announced a $383 million plan to renovate and reopen Terminal 2. Assistant deputy director of aviation security Kim Dickie and her team had selected Quantum Secure's SAFE software suite as the new Terminal 2 credentialing system, but she needed to develop a business case quickly that would convince senior management to give the green light to fund the purchase. The case describes a scenario that occurs frequently in the real world, in which a decision offers some real but qualitative value in ways that are difficult or impossible to quantify. The discussion and analysis gives students the opportunity to consider the factors that will drive the internal rate of return (IRR), net present value (NPV), and discounted payback period calculations without constructing comprehensive spreadsheet models. Analyzing the case suggests the limits of such approaches in cases where perceived value is difficult to quantify. The case prepares students to evaluate and justify purchasing requests when interacting with financial gatekeepers such as CFOs and CEOs by introducing a framework to analyze the quantifiable benefits of a capital expenditure while keeping in mind important intangible benefits.
The CEO of Newmont Mining Corporation (Newmont) had learned that a subcontractor’s truck en route to Lima from Yanacocha, a gold mine operated by Newmont, spilled mercury along the highway and in small villages. Local residents had picked up some mercury with their bare hands and taken it to their homes. The CEO was trying to determine the best way to handle the situation. This A case describes the mine developer’s history, the operations at Newmont’s most profitable gold mine, the significance of foreign investment to Peru’s economy, the environmental impact of gold mining and the local and anti-mining movements' responses to mine operations. In the B case, Newmont Mining Corp. and a Mercury Spill in Peru (B) 9B13M003, the new CEO is trying to decide what else Newmont is morally required to implement before continuing to operate Yanacocha, and Newmont’s other mines, successfully.
This B case is a supplement to Newmont Mining Corp. and a Mercury Spill in Peru (A) 9B13M002. Since the spill, Newmont spent more than US$100 million on compensation and improvements to the mine to reduce its environmental impact and prevent further spills.<br><br>An internal audit concluded environmental standards at the mine were seriously lacking. In-house counsel warned other executives about the possibility of criminal liability.<br><br>Despite improvements at the mine, a large local protest prevented Newmont from expanding its operations in the area. Lack of trust by the locals contributed to the protest. The new CEO is trying to decide what else Newmont is morally required to implement before continuing to operate Yanacocha, and Newmont’s other mines, successfully.
The three part case discusses managing the dilemma of compliance versus entrepreneurial decisions ("intrapreneurship") in a large corporation and decision-making processes in mature markets (here: US HQ) vs. emerging markets (here: Russia). The case concerns a medical devices company and the life sciences industry; however, market mechanisms are applicable to other industries as well. In Case A, two experienced Russian managers face a tempting business opportunity: founding a professional education center for healthcare personnel in one of the most prosperous regions of Central Asia seems to offer win-win situations for all stakeholders involved. Case B aims at strengthening the student's capabilities for thinking about alternatives and developing the tenacity to pursue entrepreneurial ideas. The case closes in the third section by asking "Was it worth it?"
The three part case discusses managing the dilemma of compliance versus entrepreneurial decisions ("intrapreneurship") in a large corporation and decision-making processes in mature markets (here: US HQ) vs. emerging markets (here: Russia). The case concerns a medical devices company and the life sciences industry; however, market mechanisms are applicable to other industries as well. In Case A, two experienced Russian managers face a tempting business opportunity: founding a professional education center for healthcare personnel in one of the most prosperous regions of Central Asia seems to offer win-win situations for all stakeholders involved. Case B aims at strengthening the student's capabilities for thinking about alternatives and developing the tenacity to pursue entrepreneurial ideas. The case closes in the third section by asking "Was it worth it?"
The three part case discusses managing the dilemma of compliance versus entrepreneurial decisions ("intrapreneurship") in a large corporation and decision-making processes in mature markets (here: US HQ) vs. emerging markets (here: Russia). The case concerns a medical devices company and the life sciences industry; however, market mechanisms are applicable to other industries as well. In Case A, two experienced Russian managers face a tempting business opportunity: founding a professional education center for healthcare personnel in one of the most prosperous regions of Central Asia seems to offer win-win situations for all stakeholders involved. Case B aims at strengthening the student's capabilities for thinking about alternatives and developing the tenacity to pursue entrepreneurial ideas. The case closes in the third section by asking "Was it worth it?"
C12 aimed to build not only a company, but an entire industry around carbon capture and sequestration (CCS). "You change the world by building a market, and you build a market by building a profitable company that other people copy," said Dawe, C12 Energy's CEO. "In the energy business, you build a company one project at a time. Moving forward with this first project is where we hope to begin to change the world."
This note on business-government relations introduces students to the state of campaign contributions and lobbying by corporations in the United States. The note develops two hypotheses as to the impact of corporate political engagement: (i) a vehicle to facilitate good government; and (ii) an instrument of special-interest capture. The note can be used to generate a discussion on the following issues: (1) In a democratic capitalist society, what is the appropriate role of business in government? (2) When it comes to political contributions, should corporations have the same rights and responsibilities as individuals? The note also describes the various practical choices businesses face on political engagement, including disclosure options and options to engage through trade or ideological associations. This description can be used to encourage business students to develop an aspiration for their companies' political engagement strategies
Internationally recognized Brazilian Nizan Guanaes, co-founder of Grupo ABC, a rapidly growing global advertising firm ranked 18th in 2011, had aspirations to be in the top 10 by 2015. Grupo ABC thrived by identifying national (Brazilian) challenges and incorporating them in creative messages. Guanaes steered the group toward thinking big while acting locally, tackling societal challenges and building partnerships, as he entered the world stage; serving as an informal ambassador for Brazil; playing important roles in international forums as the Clinton Global Initiative, UNESCO, and the Cannes Lions Advertising Festival. Guanaes needed to determine the best growth strategy, how to seize opportunities, and/or how to adapt to meet his ambitious goal.
The finance director of a football association is considering adding a fourth team to the organization. Parents and players in the community want the football association to field a football team in the varsity division for players aged 17 and 18. The finance director needs to identify the amount of financing that would be required to operate a varsity team. She must project a cash budget for the upcoming operating period and also evaluate other scenarios that could help reduce the needed amount of financing.
The finance director of a football association is considering adding a fourth team to the organization. Parents and players in the community want the football association to field a football team in the varsity division for players aged 17 and 18. The finance director needs to identify the amount of financing that would be required to operate a varsity team. She must project a cash budget for the upcoming operating period and also evaluate other scenarios that could help reduce the needed amount of financing.
After one year of operations, a young entrepreneur and his two partners must evaluate a decision that will change the scope and direction of their business, an online retail store that sells fair-trade coffee beans imported from a developing country. An opportunity exists to market the product at a farmers’ market in a large city. Most of the details have been worked out, but before a final decision can be made, the partners must evaluate the product’s financial feasibility for the company’s second year of operations. If the financials look favourable, the partners will proceed with the opportunity.
This note outlines the process of issuing equity or debt securities to the public in Canada, whether through an initial public offering (IPO), a seasoned equity offering (SEO) or any form of prospectus offering. A public company is subject to Canadian securities laws and will need to make numerous mandatory disclosures. This note provides a general overview of the securities registration process and the disclosure requirements. It also reviews the process of listing on a Canadian stock exchange.
Singapore Metals Limited (SML) has declining sales but has developed a new product (curled metal pile driver pads) that, in field tests, delivers customer benefits that are many times SML's manufacturing costs. Jonathan Lee and Alex Tan of SML's Engineered Products Division are responsible for formulating a strategy for the new product. A key issue is the price to charge for the pads. The case raises issues of analyzing market potential, aligning price with business strategy, and determining the implications of price on the development and execution of integrated strategic options.
In 2013, a new financial services authority, the Otoritas Jasa Keuangan (OJK), took over responsibility for regulating capital markets and non-bank financial institutions in Indonesia. OJK was scheduled to take over bank regulation and supervision from the central bank, Bank Indonesia, in 2014. At a time when there was no global consensus on the optimality of separating monetary policy from bank supervision, the creation of the OJK raised many questions. Would the OJK better prepare Indonesia to deal with financial crises? Could an organization whose leaders came from Indonesia's existing economic bureaucracies remain independent of those organizations and from political pressures? Was the creation of the OJK the correct response to public dissatisfaction with Bank Indonesia's handling of the Asian financial crisis and subsequent corruption scandals?