The board of directors of Symantec Corporation asked a consultant for an independent opinion on an important financing decision. Symantec had been working with several investment banks on a plan to raise debt to repurchase common shares. The consultant found it to be an interesting financing plan; whereas repurchasing shares immediately would increase Symantec's financial leverage, converting the notes in the future would reduce leverage at a potentially significant dilutive cost to the firm's equity. More interestingly, the company negotiated with the investment banks to buy a call spread on its own stock, covering the same number of shares as would be issued to noteholders upon conversion. After reviewing the proposal, the consultant tried to understand the motivation behind the structure of the transaction. Why would Symantec choose to issue convertible bonds, and why would it intend to buy the call spread?
This case recounts Uber's experience in four cities at different points in time. This approach offers a way to examine Uber's strategy for market entry and evaluate the performance of that strategy in these four cities, as well as elsewhere in the world. The cases included here help frame the discussion on the future of Uber's expansion, and extract lessons for how a firm can successfully navigate the beyond-market business environment.
This case recounts Uber's experience in four cities at different points in time. This approach offers a way to examine Uber's strategy for market entry and evaluate the performance of that strategy in these four cities, as well as elsewhere in the world. The cases included here help frame the discussion on the future of Uber's expansion, and extract lessons for how a firm can successfully navigate the beyond-market business environment.
This case recounts Uber's experience in four cities at different points in time. This approach offers a way to examine Uber's strategy for market entry and evaluate the performance of that strategy in these four cities, as well as elsewhere in the world. The cases included here help frame the discussion on the future of Uber's expansion, and extract lessons for how a firm can successfully navigate the beyond-market business environment.
The case describes a Turkish brother-sister team who are evaluating the option of acquiring and operating a franchise of a US bakery/cafe in Turkey. They are comparing this option to that of simply starting a similar business.
The board of directors of Symantec Corporation asked a consultant for an independent opinion on an important financing decision. Symantec had been working with several investment banks on a plan to raise debt to repurchase common shares. The consultant found it to be an interesting financing plan; whereas repurchasing shares immediately would increase Symantec's financial leverage, converting the notes in the future would reduce leverage at a potentially significant dilutive cost to the firm's equity. More interestingly, the company negotiated with the investment banks to buy a call spread on its own stock, covering the same number of shares as would be issued to noteholders upon conversion. After reviewing the proposal, the consultant tried to understand the motivation behind the structure of the transaction. Why would Symantec choose to issue convertible bonds, and why would it intend to buy the call spread?
Enerplus Corporation was a company transitioning from being a buy-and-sell energy trust to one engaged in exploration and exploitation. The company required two new board members and Sue MacKenzie's name was proposed to the CEO by the Enerplus vice president of corporate services. While MacKenzie was intrigued with the idea, she had never actively considered board service as a career step and she now had a new career direction at the Banff Centre. She undertook a thorough assessment of this board opportunity with attention to the career benefits, personal benefits, potential risks, impact on her personal life, and "match" with her new career. Following a series of meetings, MacKenzie was invited to serve on the board and she now had to make a decision: should she accept or decline the invitation?
The case requires students to conduct a financial analysis of BNL Stores, a retail business. Case materials include a multi-year balance sheet, an income statement and statement of cash flows data. Students will prepare and interpret selected ratios, and prepare a basic statement of cash flows.The case entails use of financial statement analysis, balance sheets and income statements to provide a complete picture of an organization's financial health. Data for the case are disguised and are drawn from the published financial statements of a major retailer that went bankrupt. The collapse of companies in similar circumstances influenced the Financial Accounting Standards Board's moves to require a statement of cash flows and was historically significant.
In 2001, the head of the Paris Subway reflected on how to transform Line 1 into a driverless line without triggering a social conflict. After the shock of the 2000 Notre Dame de Lorette subway accident, in which a train derailed and caused 25 injuries in a Paris subway station, the state-owned Paris subway operator Regie Autonome des Transports Parisiens (RATP) decided to adopt new security measures and considered the opportunity to automate the oldest and the busiest line of the network. The Head of the Paris Subway, Serge Lagrange, believed that automating Line 1 would improve security as well as performance. However, the automation would bring about the downsizing of 219 drivers' positions. Lagrange had to figure out how to get the RATP employees on board, particularly drivers and trade unions. How could he convince them of the necessity to automate Line 1? How could he prevent the potentially major social conflict that might result from downsizing the drivers' positions?
The case relates to understanding and comparing the performance of two leading retail companies-Ahold and Tesco. The case introduces the tools of Dupont and Modified Dupont Decomposition. While performance as measured by return on equity has been similar for the two companies, Ahold has had significantly better stock market performance compared to Tesco. Ahold also has a significant amount of cash on its balance sheet leading to low levels of net debt. The case requires students to analyze performance using Modified Dupont Decomposition techniques to assess if firm performance is resulting from operating profitability or from financial leverage and then suggest strategies to improve performance. To perform the modified Dupont Decomposition, students learn how to reformat and condense the balance sheet and income statement to separately measure profitability arising from operating activities and financing activities. Students also see how excess cash holdings can depress profitability and what factors should drive the appropriate level of leverage for a company.
Enerplus Corporation was a company transitioning from being a buy-and-sell energy trust to one engaged in exploration and exploitation. The company required two new board members and Sue MacKenzie’s name was proposed to the CEO by the Enerplus vice president of corporate services. While MacKenzie was intrigued with the idea, she had never actively considered board service as a career step and she now had a new career direction at the Banff Centre. She undertook a thorough assessment of this board opportunity with attention to the career benefits, personal benefits, potential risks, impact on her personal life, and “match” with her new career. Following a series of meetings, MacKenzie was invited to serve on the board and she now had to make a decision: should she accept or decline the invitation?
On February 2011, a large earthquake hit Christchurch, New Zealand, causing loss of life. The Crusaders, a major sports franchise headquartered in Christchurch, must plan for the season, given that its facility has been extensively damaged and the season has already commenced. The franchisee board, managers, coaches and players have to deal with this catastrophe and build morale in the community by deciding what to do. The case examines the processes of decision-making and the participative nature of decisions involving players as well as management. The case examines the key role that leadership and character play in contingency and scenario planning.
Ulrich Simon, the head of the Microscopy business group at Carl Zeiss AG knew that his unit was facing a disruptive threat, so he chartered a special team to tackle the industrial segment. Given a high degree of autonomy, the project team developed an understanding of the marketplace challenge and proceeded to develop and execute on a new business plan. Simon gave the team ample freedom to develop new processes and priorities appropriate to the market segment needs, but he couldn't help but wonder whether it would continue as a stand-alone unit or he would need to reintegrate it into the mainline business. He also was nervous about the plan itself. The team had established timelines and milestones, but now they had to execute and deliver thjeir first product next year.
Rainer Ohnheiser, the President of Carl Zeiss's Business Group Industrial Metrology (IMT), was focused on the threat that in-line metrology posed to Carl Zeiss IMT's core business. Historically, coordinate measurement machines (CMMs) that employed tactile measurement had fueled great market success for the division, but alternative non-contact measurement methods that employed optical or x-ray technologies were rapidly gaining ground in the market. This case follows the progress that the IMT division has made since the (A) case, and examines the challenges that lie ahead.