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Started in 2000, GiveIndia is a web-based donation platform headquartered in Mumbai, India. It uses online tools and social media to engage with donors and encourage donations to be made to various non-governmental organizations. GiveIndia’s chief executive officer wants to develop a strategic approach for social media communication, which is gaining greater acceptance in India. As part of its online initiatives, GiveIndia has been running a search engine marketing program with Google Grants. The chief executive officer wants to optimize the program by using the right metrics. He is also interested in applying the concept of customer lifetime value to manage the donations. GiveIndia is already present on popular social media websites such as Facebook, YouTube, LinkedIn, and Twitter, but how can the company hone its strategic focus on each of these websites?

Instructor spreadsheet for product 9B16A002.

PowerPoint presentation for product 9B16A002.

Student spreadsheet for product 9B16A002.

Instructor spreadsheet for product 8B16N054.

In April 2016, the yoga guru who started Patanjali Ayurved Limited declared that his company’s revenue would exceed that of Colgate-Palmolive India by the end of the year and would overtake Hindustan Unilever in India in three years. Patanjali’s revenue grew 125–150 per cent from the previous year. The company aimed to continue growing at a rate of 100–125 per cent annually over the next three years, as a manufacturer and marketer of a wide range of products including flour, biscuits, noodles, spices, honey, and toothpaste. It also considered exploring international expansion to support its high growth targets. Could Patanjali aggressively expand into more categories while maintaining sustainable growth?

In 2015, an ancillary client of a leading investment bank based in New Delhi, was looking to increase revenues from the two-wheeler and four-wheeler vehicle segments by acquiring customers that were original equipment manufacturers. A financial analyst was assigned the task of evaluating the options and identifying the right target to acquire for the client. The analyst used comparable company analysis and comparable transaction analysis, as well as valuation ratios (enterprise value-to-sales; enterprise value-to-earnings before interest, tax, depreciation, and amortization; and price-to-earnings per share) to arrive at Talbros Automotive Components Limited as the best target for the client. For comparable company analysis, the analyst also compiled a list of four publicly traded firms that were similar to Talbros Automotive Components Limited. The analyst needed to arrive at the final valuation range by combining the results of both techniques (i.e., comparable company analysis and comparable transaction analysis), which could be achieved by using a football field analysis.

In June 2015, Lee Pharma Limited, a small Indian pharmaceutical company, filed an application with the Indian Patent Office for a grant of a compulsory licence to manufacture the diabetes drug Saxagliptin on the grounds that the patented version of the drug had not been made available to the public at an affordable price. The granting of a compulsory licence was expected to make the drug more affordable for the general public, but it would also undermine the interests of the patentee, a Western multinational company. If the developed world imposed sanctions against India in retaliation for such a protectionist measure, the flow of trade and foreign capital into the country would be adversely affected. Should the patent office strictly enforce the patent regime, which would encourage higher foreign capital inflows in research and development in the Indian pharmaceutical industry and promote inventions and innovations in the country? Or should it grant the compulsory licence, thereby attaching greater weight to the welfare of India’s general public?

Few business leaders will ever confront the challenge that Landsbankinn CEO Steinthór Pálsson faced in mid-2010, when he attempted to rebuild Iceland’s oldest full-service financial institution. After the nation’s banking industry collapsed two years prior, the government seized control of a greed-dominated sector. Excessive leverage and aggressive expansion, combined with inadequate risk management and, in some cases, criminal executive behaviour, brought the country near bankruptcy. Angry citizens protested against massive personal and corporate losses and change was demanded, especially at Landsbankinn. Over the past four years, Pálsson has systematically restructured Iceland’s oldest bank. In this interview, the change management expert discusses Landsbankinn’s restructuring strategy and why he took a significant pay cut to take on what appeared to be an impossible task. Pálsson opened up all senior management positions at the bank to internal and external competition and took out ads in major newspapers promising to restructure customer loans and improve governance. Despite bank employees facing threats and physical attacks, he preserved the bank’s brand. He emphasizes the importance of allowing debate among his senior team and says, “Good ideas are worth one point and a good plan is worth 10 points, but good execution is 100 points.”

Nick Leeson was known in financial circles as the original rogue trader for his misbehaviour on the trading floor in the early 1990s, and his story still stands out — not just because he was played by Ewan McGregor in the 1999 movie “Rogue Trader.” Leeson singlehandedly toppled a major financial institution. Indeed, today’s push for effective risk management of global trading practices can be traced back to his actions as a 25-year-old trader in 1995, when Britain’s oldest merchant bank at the time suffered a US$1.3 billion loss thanks to Leeson’s unauthorized speculative bets. The actions in question were not driven by greed. Rather, Leeson bankrupted the Queen’s personal bank, destroyed his career and reputation, and was sentenced to six and a half years in a Singaporean jail because he did not have what it took to admit failure. In this IBJ interview, Leeson talks to Ivey Business School Professor Gerard Seijts about lessons learned, the unique challenges managing trading risk today, and why he supports initiatives by Ivey’s Ian O. Ihnatowycz Institute for Leadership to help the world proactively develop business professionals with superior judgement driven by a proper balance of leadership character traits. As Leeson says, “People who freely admit that they are not sure about operational matters are not what we’re traditionally drawn to when we look for a leader, but it’s what we need.”

When it comes to attracting investments, Canada is a laggard despite being a trading nation with all the talent and tools required. The main reason is that few in Canada have tried to answer the why-invest-in-Canada question. With or without Canadians leading large corporations, investment decisions made in Detroit are not influenced by any special love for Canada; they’re based on business. In 2016, the argument for playing the incentive game is very strong, and Canada could end up being bypassed for new plant investments for an entire investment cycle. But Canada isn’t just losing the competition for new auto plants. While the Canadian economy still attracts a reasonable share of foreign direct investment, there has been a significant shift in the industrial composition of Canadian FDI inflows. Over the past 15 years, Canadian oil and gas FDI has grown four-fold, while there has only been modest growth in manufacturing investments. As a result of weak performance in new greenfield projects, staunch free-marketers now accept the need to play the incentive game. Ivey’s Lawrence Centre has developed three overarching recommendations to help Canada raise its investment-attraction game to the level of its best-practice competitors: 1. All governments involved should make a formal commitment to act in a coordinated fashion when engaged in investment attraction. 2. Government players should jointly develop an explicit business plan for investment attraction to guide all parties, with results judged by incremental tax revenue generated. 3. Canadian political leaders and senior government officials should become engaged in a sustained way in all stages of the investment attraction process.

In December 2012, the stock of Shriram Transport Finance Company (STFC) had just breached the ?750 mark, signifying an appreciation of close to 80 per cent for the calendar year of 2012. Texas Pacific Group (TPG), the global private equity firm, had invested in STFC at a time when the share price was hovering around ?100. As was the case with most private equity firms, a successful exit from an investment was of paramount importance for TPG in order to reap handsome returns. In the course of charting the exit path from an investment, private equity firms had to consider several critical issues including exit structure, timeline for exit, and regulatory hurdles. There were three usual choices of exit routes: initial public offering, trade sale, or secondary sale. Each of the exit routes had its own advantages and disadvantages. Was this the right time for TPG to exit STFC? If yes, which option should TPG pursue?

After solidifying its brand as a national leader in the ready-made, ethnic wear market in India, Biba Apparels Pvt. Ltd. (Biba) was at a crossroads when it came to determining future growth strategies. By 2014, Biba had 150 exclusive brand outlets and 225 multi-brand outlets all over India as well as an online presence. Faced with fierce competition from trendy western retailers and local competitors creating chic Indo-Western fusion clothing, Biba recognized that its customers’ preferences were changing. In order to retain its leadership status, Biba had to decide how to grow its brand. What was the best way to compete against western retailers attracting the country’s teen and young women’s market? What marketing strategies could Biba adopt? Was Biba doing enough to remain relevant in the fast-changing women’s clothing market?

The High-Impact Wealth Management case series is a portfolio of cases that are built around the high-impact theme. Each case in the series can stand on its own to deliver a unique learning objective; but, taken together, the cases are designed to cover all seven topics covered in the list of “common-cents” strategies. <br><br>Also refer to 9B16N034.

Supplement to accompany 9B16N032.

The High-Impact Wealth Management case series is a portfolio of cases that are built around the high-impact theme. Each case in the series can stand on its own to deliver a unique learning objective; but, taken together, the cases are designed to cover all seven topics covered in the list of “common-cents” strategies.

The High-Impact Wealth Management case series is a portfolio of cases that are built around the high-impact theme. Each case in the series can stand on its own to deliver a unique learning objective; but, taken together, the cases are designed to cover all seven topics covered in the list of “common-cents” strategies.

The High-Impact Wealth Management case series is a portfolio of cases that are built around the high-impact theme. Each case in the series can stand on its own to deliver a unique learning objective; but, taken together, the cases are designed to cover all seven topics covered in the list of “common-cents” strategies.

The High-Impact Wealth Management case series is a portfolio of cases that are built around the high-impact theme. Each case in the series can stand on its own to deliver a unique learning objective; but, taken together, the cases are designed to cover all seven topics covered in the list of “common-cents” strategies.

The High-Impact Wealth Management case series is a portfolio of cases that are built around the high-impact theme. Each case in the series can stand on its own to deliver a unique learning objective; but, taken together, the cases are designed to cover all seven topics covered in the list of “common-cents” strategies. Also refer to <br>9B16N044.