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CEO Kikawa of Yamato Transport gave orders to his managers right after the triple disaster hit the Tohoku region of Japan to do whatever it takes to save lives and not to worry about costs. He also felt that he had to confront the government to make donations to the affected district tax-free. He also wanted to donate 10 yen per Takkyubin package the company was delivering as relief money for Tohoku but was wondering how the shareholders would react to this proposal.

Gokaldas Exports was a family-owned business founded in 1979 that had grown into India's largest apparel exporter by the mid 2000s. Its founder, Jhamandas H. Hinduja, had bequeathed control of the company to three sons, each of whom brought in his own son. By the end of 2004, Gokaldas had 43 factories with 258 production lines scattered in and around the southern India city of Bangalore. It had more than 35,000 workers, which was nearly double the number it employed in 1999- 2000, and its total sales had increased at an annual compounded growth rate of 19.67 percent over this period. The company was valued at approximately $215 million and exported nearly 90 percent of its production. However, to maintain its already slim margins in an increasingly competitive environment, Gokaldas needed to become more efficient. Company leaders hoped to improve profits by 10-15 percent without adding resources and Gaurav Hinduja, COO of the sportswear division and a third generation family member, became convinced that Lean would be the best means to make this happen.

In August 2007, the United States-based private equity firm the Blackstone Group acquired a 50.1 percent stake in Gokaldas Exports for $116 million. The investment was a two-part deal that included an "open offer" to Gokaldas shareholders for another 20 percent of outstanding shares valued at approximately $45 million. This gave Blackstone a total share of just over 68 percent while the Hinduja family retained 20 percent and other shareholders the remainder.

Course overview of The Entrepreneurial Manager.

OSI, one of the world's largest suppliers of processed meats to McDonald's and other QSRs, was in the middle of a $400M expansion in China that included backward integration into poultry production. However, its current customers took only a portion of each bird produced and OSI had to develop a go-to-market strategy for the rest. The case describes the opportunities and challenges of operating in China and raises questions involving vertical integration, competitive positioning, corporate strategy, organizational design, marketing and branding, and the management of business and political risk.

Supplement to case W12442 In 2010, a recent business graduate tries to resolve a constant bottleneck in the printing department of the family business. The two-part case discusses the issues of identifying the need for relevant information and then discusses the staff's resistance to change and how these objections were handled and overcome. This pair of cases seeks to identify the pressures faced by small businesses, along with the task of managing the various stakeholders, including the father-owner and the personnel on the factory shop floor.

In 2010, a recent business graduate tries to resolve a constant bottleneck in the printing department of the family business. The two-part case discusses the issues of identifying the need for relevant information and then discusses the staff's resistance to change and how these objections were handled and overcome. This pair of cases seeks to identify the pressures faced by small businesses, along with the task of managing the various stakeholders, including the father-owner and the personnel on the factory shop floor.

The stage for this case is set in South Central LA, the infamous battleground of bloody gang wars, and the original breeding ground for rap and hip hop music. The narrative zooms in on the charismatic Alfred Lomas, who since leaving prison and his gang, has set up a business that requires him to maintain strong links to the warring factions, while at the same time ensuring that neither he nor his team gets caught up in the gangs again: His company LA Gang Tours takes visitors through the urban war zone, and the proceeds from the tours are used for community interventions. In a peacekeeping effort, former gang members de-escalate conflict between gangs, and break the chain of violence on the streets. The LA police are grudgingly supportive, but the business isn't growing. Alfred ponders various growth strategies, as each will affect the network of trust that he has established with the gangs, the police and the tourists.

This is the first part of a two-part case study. Part A begins In December 2009, where Professor Peter Ng, director of the Raffles Museum of Biodiversity Research (RMBR), is issued a challenge: raise S$25 million in the next seven months to fund the establishment of a natural history museum in Singapore. Raising enough money to resurrect the museum in the midst of a global financial meltdown seemed like an impossibly tall order for Ng. To complicate matters, donations for natural history or science-related causes were virtually unheard of in the country. How can Ng raise the funds?

Supplement to case SMU398. Part B follows Part A in June 2010, after Ng's team raised S$46 million (US$33.3 million). This overwhelming success has surprised everyone, including Ng. In addition to a S$10 million anonymous donation, the Lee Foundation donated S$25 million, while the Tote Board and the general public donated S$10 million and S$1 million, respectively. With funds in hand, the former Raffles Museum is finally ready to be resurrected as the Lee Kong Chian Natural History Museum in 2014. Part B of the case reveals how the protagonist accomplished their fund raising goal by utilising corporate storytelling skills explored in Part A.

Four businesses had, by 2012, grown to dominate the infrastructure that all firms rely on to reach online customers. Will the balance of power among the four persist, will one take command at the expense of the other three, or are all four more vulnerable than they seem to outside forces? What are the implications for the pace at which consumers go online? Amara's Law claims that we tend to overestimate change in the short run, and underestimate it in the long run.

In 2007 Royal DSM, a leading life science and materials company, entered a partnership with the World Food Programme (WFP) to combat hidden hunger around the world by providing micronutrient solutions. The case investigates the unexpectedly large impact the partnership had on DSM and on the global nutrition discussion, and discusses the benefits and challenges of scaling up the Nutrition Improvement Program-a key component of DSM's human nutrition and health division-beyond the WFP partnership, despite the need to build significant additional capabilities and its somewhat lower margins.

In June of 2012, Barclays plc admitted that it had manipulated the London Interbank Offered Rate (LIBOR)-a benchmark interest rate that was fundamental to the operation of international financial markets and that was the basis for trillions of dollars of financial transactions. Between 2005 and 2009, Barclays, one of the world's largest and most important banks, manipulated LIBOR to gain profits and/or limit losses from derivative trades. In addition, between 2007 and 2009, the firm had made dishonestly low LIBOR submission rates to dampen market speculation and negative media comments about the firm's viability during the financial crisis. In settling with U.K. and U.S. regulators the firm agreed to pay $450 million in fines. Within a few days of the settlement, Barclays' CEO, Robert Diamond, had resigned under pressure from British regulators. Diamond blamed a small number of employees for the derivative trading-related LIBOR rate violations and termed their actions as "reprehensible." As for rigging LIBOR rates to limit market and media speculation of Barclays' financial viability, Diamond denied any personal wrongdoing, and argued, that if anything, Barclays was more honest in its LIBOR submissions than other banks-questioning how banks that were so troubled as to later be partly nationalized could appear to borrow at a lower rate than Barclays. This case explains why LIBOR was an essential part of the global financial market, the mechanism used to establish the rate, and what Barclays did wrong. The case allows for an examination of: i) the consequences of violating the trust of market participants, ii) cultural and leadership flaws at Barclays; iii) the challenge of effectively competing in a market where systemic, and widely understood, corruption is taking place, iv) the complicity of regulators in perpetuating a corrupt system; v) what might, or might not, be effective remedies for the systemic flaws in LIBOR.

Omidyar Network, having deployed over $500 million in ways ranging from donations to commercial equity capital, must decide whether to back Anudip, an Indian organization dedicated to rural employment. The social impact of Anudip is high, but its financial performance is lackluster. Able to deploy all the tools along the capital curve of impact investing, which, if any, is optimal for Anudip? The case recounts the transition of eBay founder Pierre Omidyar and his wife Pam from the Omidyar Family Foundation (OFF) to ON, going from a traditional grant-making organization to a pioneer of impact investing: the application of investment practices in the delivery of high impact social interventions, with the intent of providing positive financial returns to investors.

Francesco Mutti, owner, CEO, and great-grandson of the founder of Mutti S.p.a., ran the 113-year old Parma, Italy-based tomato-processing company. Mutti sales grew from €11 million in 1995 to €185 million in 2011, without producing for store brands in a market in which these offerings were steadily gaining share. The company's leaders wanted to make sure Mutti maintained its position in Italy and further, to move into a leadership position in several countries around the world. What was next for the family firm and brand leader from northern Italy's Emilia-Romagna region? How would the singularly focused, consensus-driven firm fare in an increasingly competitive, globalizing retail landscape?

Kirk Myers, REI's manager of corporate social responsibility (CSR), has been tasked with finding a way to optimize the organization's rental program while minimizing its environmental impacts. After looking at the data, he found that at times the rental program had major queuing problems - equipment was either not available or wait times were too long. He will have to take into consideration customer experience/service, inventory, revenue, waste, and usage implications when crafting his recommendations. Students are asked to apply the news vendor model and VUT equation to find the best solution.

This note focuses on the main basic concepts of finance, including the income statement and balance sheet, financial and accounting metrics, cost of capital, and value creation. It also includes updated data on many risk indicators in 2012.

Mergers and acquisitions (M&As) are important events in the life of any manager and company. However, the overwhelming evidence from years of research is that the majority of M&As fail to create value for the acquirer. This note focuses on the main methods used to assess the value creating potential of M&As. Valuation is a key tool to understand whether or not a certain merger will add value to shareholders. Thus, this note covers concepts such as: 1) Value creation through M&As. For whom do mergers create value? 2) Valuation by Discounted Cash Flows (DCF) in M&As; 3) Types of synergies and how to consider them; 4) Appropriate discount rates in an M&A setting; 5) Valuation using multiples and other market transactions as reference. Learning objectives: This note allows for an understanding of the strategic and economic considerations in mergers and acquisitions, with a focus on the key drivers of successful acquisition strategies.