In 2010 Drive Property Solutions, a special servicing firm in Chicago, had partnered with Spiner Capital to win an FDIC auction of distressed debt. Included in that auction was the defaulted mortgage note on Northwinds Community Crossing, a retail strip mall in suburban Savannah, Georgia, which had been in default since November 2009. Sam Schey, an asset manager at Drive, needed to decide how to maximize recoveries from the nonperforming loan.
Describes the role of business development (BD) managers in technology companies, detailing the following: 1) BD managers' key responsibilities at each step in the process of creating a partnership agreement, 2) how the nature of the BD function evolves as a technology startup matures, and 3) the attributes of effective BD managers.
The case reviews the main facts related to the merger process of three financial institutions — Bancolombia, Conavi, and Corfinsura — in Colombia in 2005 and 2006. The merger decision emerges from directors and senior executives foreseeing a major upcoming market transformation, including adjustment in industry regulation, improvement in international competence, and consolidation of main players, and their response in order to adapt to the new economic conditions. Considering the fact that the success rate of merger processes is not above 30 per cent, the sustained financial results achieved by Bancolombia from the very beginning of the integration process are robust indicators that invite exploration into what was done and how it was done.
The 'Brazilian Market for Replacement Tyres' is an evaluation case. The study discusses the impact of new environmental legislation adopted by the Brazilian government on the various companies that participate in this market (importers, exporters and retailers). Those that suffered most were importers of used tyres, who had to stop doing so because of the regulatory changes. Since this is an evaluation case, the unit of analysis is the Brazilian government's decisions over the past two decades involving international trade and recycling of tyres. The impacts of these decisions on the Brazilian market are assessed, along with the effects on the country's trading partners and the disputes generated with other countries (of the European Union and Mercosur) and the environmental impact.
In 2011 Khalil and Adil Sattar are considering growth opportunities for K&N's, their family business that is the market leader for processed chicken and value-added chicken products in Pakistan. This position has been built through a strategy of vertical integration, product innovation, and branding. K&N's has also developed its own chain of retail "Chicken Stores" to promote their products. Growth opportunities include contained expansion in Pakistan, exporting to nearby markets, and/or developing a global Halal food brand.
Marine Harvest has the leading position in salmon aquaculture. Aquaculture is very much a growth business, many believing it could play a major role in solving the world's growing need for protein. The CEO is considering three alternatives for taking advantage of his firm's dominant position. Expand production in Chile, produce value-added salmon products, or backward-integrate into the salmon feed business.
The Sundance case raises the question of how markets for innovative cultural products can be created and what the role of intermediaries in creative industries ought to be. The case describes the history of the Sundance Institute, which was founded by actor/director Robert Redford to promote independent filmmaking. Started as a "Lab," where independent filmmakers could work on their film projects, the Institute soon expanded to organize the Sundance Film Festival in order to facilitate the exhibition and distribution of independent films, including those not supported by the Sundance Labs. Thirty years after Sundance was founded, its top management team wonders whether the mission of Sundance would be best served by increasing and improving the supply of independent films in the market, or by educating consumers to create an audience for independent cinema.
This note provides historical context and background for a challenging negotiation by Col. Joshua Chamberlain of the 20th Maine Regiment of the Union Army during the U.S. Civil War.
Anjali Kumar receives her first job offer after graduation at an organization she admires, with interesting work and good benefits, but the salary is low. Also, she is unsure whether the position offers any advancement opportunities. At the end of the A case, Anjali has to decide whether to accept the offer, decline the offer, or try to negotiate a better offer, even though she had received no other offers at the time. The B case describes Anjali's efforts to negotiate with the potential employer, and the employer's response..
Anjali Kumar receives her first job offer after graduation at an organization she admires, with interesting work and good benefits, but the salary is low. Also, she is unsure whether the position offers any advancement opportunities. At the end of the A case, Anjali has to decide whether to accept the offer, decline the offer, or try to negotiate a better offer, even though she had received no other offers at the time. The B case describes Anjali's efforts to negotiate with the potential employer, and the employer's response.
Airwide International was one of the top suppliers of commercial and residential air conditioning systems in Europe, with a growing presence in the attractive markets of Asia. Increasing competition from Chinese and international manufacturers coupled with a sales organization built primarily by hiring (from other industries) and retraining have produced a pattern of uneven sales. At a recent national sales meeting, the performance of the Shanghai region surfaced as an area of concern for senior management. The transition from product selling to key account selling has met with obstacles; primary among them is the insufficient commitment of some area sales leaders. A review meeting with a Shanghai's sales leader reveals some of the problems and provides the Sales VP an opportunity to go over the essence of Key Account Management
Anja, the project leader for a major initiative aimed at encouraging sharing of best practices across Genizome divisions, was preparing to meet for the second time with her core project team, consisting of Mary from Marketing, Andreas from Research, Toshi from Manufacturing, and Thomas from a consulting organization. During the first project meeting, Anja had the team members introduce themselves. After introductions, Anja spent the next hour walking the team through the project charter, and shared her thoughts about the key project deliverables. At the end of the meeting, she asked if anyone had any questions. Nobody did, so she felt confident to push ahead to risk management, detailed scope management, and assignments during the second meeting scheduled the following week. Details about the capabilities and inclinations of team members are provided in the case. These details reveal that Anja has some work to do to get the team aligned around a common vision and set of objectives
In 2001, CSCEC, the largest residential building constructor in China, greeted its new General Manager, Wenjie Sun, who was the President of China Overseas, a Hong Kong-listed subsidiary of CSCEC. In the following 9 years, Sun strived to advance the transformation and development of CSCEC, making it a highly competitive company from one of bureaucratic in nature, listed in Shanghai Exchange of Share A, and enter the echelon of Fortune 500. In 2010, Sun retired at the age of 64, and Jun Yi, Sun's close associate, took over the top position. Immediately after Yi's succession, he made all efforts to push the transformation and development of CSCEC in a new era. Yi embraced the hope that CSCEC would be further upgraded in the following 5 or 10 years in his tenure. He started to make adjustments in regard to the corporation's strategic goals and developing path, its business structure and mix, its business models, internal management controls, etc. CSCEC's own operation conditions had changed greatly compared to that 10 years ago, so did its external business environment. Faced with these circumstances, Yi was pondering over such questions: Were the series of strategic measures taken by CSCEC appropriate? What new measures should be taken in the next step?
Cardagin provides a mobile loyalty point program and coupons service to local businesses. The new startup in the increasingly competitive space of consumer/merchant apps for smart phones has received positive reviews and is reaching an inflection point: decisions made at this stage can be the difference between a national presence and an also-ran. The CEO needs to demonstrate the value of this service in compelling ways to retailers and consumers. As an intermediary, Cardagin needs to ensure consistent usage by consumers and for retailers to provide attractive offers to their consumers. Building a nationwide network of consumers and retailers itself can be critical. The case provides students an opportunity to analyze a new digital venture, explore expansion options, and evaluate the challenges in working with many small businesses, each with its own idiosyncrasies.
This case is a supplement to Goats: The Green Alternative (A). The (B) case can be used independently of the (A) case if the professor wishes to focus exclusively on capital budgeting. See also Goats: The Green Alternative (C) 9B15D001.
In this case series Robert Harvey, a business professor at a small university in Iowa, United States, had arranged for Hopwood Manufacturing Company to come to the campus to interview his students for internship and management-in-training positions, only to learn that the recruiters appeared to be more interested in the ethnicities of the candidates than their qualifications. Harvey must now decide what action to take in response to the recruiters’ discriminatory statements.
Anjali Kumar receives her first job offer after graduation at an organization she admires, with interesting work and good benefits, but the salary is low. Also, she is unsure whether the position offers any advancement opportunities. At the end of the (A) case, Anjali has to decide whether to accept the offer, decline it, or try to negotiate a better offer, even though she has received no other offers at the time.