In this case, the relationship between public goalsthe revitalization of distressed neighborhoods in Philadelphiaand nonprofit organizations is mediated by an unusual vehicle. A Pennsylvania state tax credit program is designed to channel funds from private, for-profit firms to not-for-profit neighborhood groups. The case describes the first five years of the so-called Philadelphia Plan and a series of specific projects supported by specific firms, in exchange for a reduction in state corporate taxes. The projects profiled include a housing program for the formerly homeless supported by Crown, Cork and Seal Corporation; a neighborhood housing improvement program supported by Allstate Insurance; and a community development corporation and builder of subsidized housing supported by Mellon Bank. The case implicitly raises the question of whether it is prudent or effective for state government to direct funds toward nonprofits in this way; whether government should facilitate such "tripartite" (public, private, nonprofit) arrangements which could redound to the business advantage of firms; whether public sector involvement in fundraising for nonprofits will support their mission or divert them from it. For students of urban problems, the case also raises the question of whether the work of nonprofits such as those described in the case can be an effective means of improving distressed neighborhoodsand how such improvement could or should be measured. HKS Case Number 1578.0
New Profit, Inc. (NPI) is an innovative venture philanthropy fund. Founded by social entrepreneur Venessa Kirsch, NPI intends to raise large donations from individuals who wish to invest in nonprofit enterprises that could have a significant social impact and the capability to grow to scale. NPI searches and identifies such organizations, provides initial funding, monitors their performance, and then provides additional funding to enable them to become high-impact, nationwide organizations. NPI uses the Balanced Scorecard approach for measuring both its own performance and that of its portfolio companies. The Balanced Scorecard provides the language for the performance contract between NPI and its funders and board, and between NPI and its portfolio organizations.
The owner of a metal furniture manufacturing company is seeking funds to help finance his firm's expansion. He has arranged a mortgage with a life insurance firm to finance the addition to his plant. He is now trying to arrange a working capital loan with his bank manager. There were heavy pressures on manufacturers of metal furniture in recent years and the cost/price squeeze has forced out many weaker manufacturers. Talich Fabricating Inc. survived due to the managerial competence of the owner who anticipates a big sales increase, since the number of competitors has decreased considerably. He believes that this decreased pressure will enable him to increase prices to improve his profitability, which has suffered during the industry shake-out. The loan proposal must be evaluated by the bank manager in view of a head office memo suggesting the loans be limited to proposals offering the highest return with the least risk. As the bank manager, students should evaluate the loan proposal considering the character of the owner/manager, business conditions, capacity to repay, and available collateral. Talich Fabricating Inc. is a complex case, and should be used near the end of an introductory finance segment.
A machine tools distributor is planning to build an extension onto its warehouse. The owner is concerned how to source the $100,000 required to finance the expansion. Options include borrowing from a bank, borrowing from a private lender, or issuing shares. This case is intended to introduce students to financial analysis. The concepts of ratio analysis, projected statements and debt repayment are central to the case. The case requires students to draft a set of projected statements to determine the amount of required financing, assess the financial health of the company and its ability to take on more debt.
Dawson Lumber Company, experiencing rapid growth in the mid-1990s, has requested a $10.8 million working capital loan from the National Bank of Canada. This loan request is based on the assumption that Dawson's growth will continue at an increasing rate. The vice president of the bank must analyze Dawson's performance and give a reply. This case is a good vehicle to reinforce or introduce financial analysis. It synthesizes the relationship between ratio analysis and projected financial statement development. It also presents an interesting perspective in which the bank must balance risk with the effort it extended to acquire Dawson as a client.
CBL & Associates is trying to decide whether to go ahead with the development of a 790,000 square-foot power center with retailers such as Home Depot and Barnes & Noble. The costs are such that the developer needs to renegotiate its land acquisition price. Then the project must be presented to its board of directors for approval.
The young entrepreneurs of Granny's Goodies, Inc., a corporate gift package specialist, face the challenge of finding ways to create consistent revenue streams and reduce sales costs. Outside of a few long-term contracts, the two founders have had to work very hard for each sale. Using extensive customer information that the firm has diligently collected over the previous two years, students need to develop a plan that covers market selection, product policy, and relationship management strategy for the firm.
Programs of economic liberalization often lead to dramatic changes in industry structure. This note presents excerpts from several research papers that summarize findings on how industries evolve following abrupt policy reforms. The note is organized into seven sections. The first introduces the concept of competitive shocks and briefly discusses their prevalence. Subsequent sections discuss typical patterns of industry transformation, entry and exit, changes in concentration levels, and changes in foreign presence (defined as imports plus sales of foreign-owned plants).
Wal-Mart Stores, Inc. is one of the classic stores in American business. This case, which focuses on the emergence and development of the firm between the mid-1960s and 1990, allows the student to derive a relatively clear understanding of how Sam Walton et al. were able to grow the firm from a single location to one with 1,525 stores and $26 billion sales.
DuPont must decide whether to launch a new non-GM (genetically modified) soybean that is tolerant to chemical sprays. In the face of rapid introductions of GM products by competitors, DuPont faces the challenge of ensuring the identity preservation of its new product through the agricultural distribution network. DuPont must choose the best business model to manage this large and unwieldy value chain.
Students are required to compute and explain the quality annual earnings per share figures and major differences between managing domestic and global operations.
Examines John Sculley's management approach toward transforming Apple Computer during the personal computer industry crisis in 1992. Focuses on Sculley's management style, his creation of a new management team, and his efforts to create a professional management system inside Apple.
Sam Huttenbauer is trying to get two companies, in high-pressure food preservation and in nutraceuticals, off the ground. This case covers strategic, marketing, and financing challenges. It also looks at innovative technologies in the food industry and the role of the entrepreneur in commercializing them.
SUPERVALU examines the creation and implementation of a training program for attracting and retaining college graduates for the nation's largest wholesale food distribution company. It addresses: 1) program design and 2) the management of the design effort and program implementation. The case is appropriate for courses in organizational behavior, human resources management, and general management.
It is June 1997, and a team from the International Finance Corp. (IFC) is recommending that the board approve a $120 million investment in a $1.4 billion aluminum smelter in Mozambique, known as the Mozal project. Four factors make the investment controversial: it would be the IFC's largest investment in the world, total investment is almost the size of Mozambique's gross domestic project (GDP), Mozambique had only recently emerged from 20 years of civil war, and several key contractual issues were still undecided. Because commercial bankers have refused to finance the deal unless the IFC is involved, the sponsors have requested IFC participation. Whether the IFC's board will agree that it is the right time and the right place to make such a large investment remains to be seen.
A financial analyst is examining IBM's 1998 tax note to understand better how the company's 1998 tax note was determined. Teaching purpose: Illustrates deferred tax accounting.
Elizabeth Lilly, Richard Rinkett, and Richard Jensen are pondering whether to launch a new investment management firm and, if so, what growth strategy to chart for the potential firm.
Having recently launched one of Silicon Valley's first start-ups, cofounders Chan Suh and Kyle Shannon ponder whether their interactive consulting firm is prepared to bid for work from a very large client.
AGENCY.COM continues on its path of rapid growth, emerging as a leading interactive consulting firm. Its growth leads to new challenges related to the integration of diverse operations and the financing of future growth.