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YouTube Channel Digital Vidya Kendra: Factors Influencing Revenue Generation - Student Spreadsheet
Spreadsheet to accompany product W34312. -
Jamaica Macaroni Factory: Capital Budgeting for Renewable Energy
In January 2022, Nicholas Chen had to decide whether to invest in one of two solar power systems to reduce the energy cost of the manufacturing company, Jamaica Macaroni Factory Ltd.’s (JMF). He could purchase a 100kW solar power system and generate some of the energy JMF used while also selling back electricity to the grid when the factory was not operating, or he could purchase a 230kW system, which would produce more energy but, due to regulatory restrictions, would not sell electricity back to the grid. -
Jamaica Macaroni Factory: Capital Budgeting for Renewable Energy - Instructor Spreadsheet
Spreadsheet to accompany product W34512. -
BYD Cars in India: Can They Make a Dent?
In October 2022, Chinese car company BYD Auto Co., Ltd. (BYD) announced its entry into the Indian automobile market with the Atto 3, an electric sports utility vehicle (e-SUV). Despite facing challenges in India’s emerging electric vehicle (EV) market and the close scrutiny on investments from China, BYD aimed to sell 15,000 units to be assembled at its existing Chennai plant, to establish manufacturing facilities, and to open fifty-three dealerships by the end of 2023. BYD’s push into India was part of its larger expansion strategy to diversify into new markets globally to include Japan, Thailand, the United States, and Brazil. However, the company needed to determine its target segment, who its competitors were, and what macroeconomic challenges it would face so that it could establish a position within India’s competitive car market. The existing Chennai plant saved BYD from having to obtain new approvals from the government, but the company still had to navigate the challenges of entering a new market with a nascent EV infrastructure. -
Elon Musk: In Need of Responsible Human Resource Management Practices At Twitter
By early November 2022, Elon Musk, the new owner of the social media platform Twitter, had fired approximately 75 per cent of the company’s workforce. The decision regarding which employees to dismiss was based both on low performance criteria and unwillingness to commit to a new demanding corporate culture. Twitter had mainly incurred losses since its launch in 2006. Musk acquired the company after several glitches in the purchase agreement regarding the accuracy of verified versus fake (spam) Twitter accounts. Musk’s new corporate vision, which he termed “Twitter 2.0,” would require employees to work long hours at Twitter’s offices. This plan was in stark contrast to the work-from-home policy that had been established by the company’s previous leaders. Musk also fired large numbers of employees without appropriate notice. Understandably, these actions generated negative responses from fired employees. But there were also concerns from observers regarding the damaged brand image of Twitter under Musk’s leadership. Could Musk lead a positive change in Twitter’s culture? Could he improve the company’s employer brand value? What traits and strategies should he consider to become a more responsible leader? -
Dewan Housing Finance Corporation Limited: Bankruptcy and Resolution - Student Spreadsheet
Student spreadsheet for product W27648. -
Dewan Housing Finance Corporation Limited: Bankruptcy and Resolution
Dewan Housing Finance Corporation Limited defaulted on repayment of its financial obligations in June 2019, and in December 2019, shortly after the Reserve Bank of India superseded its board, it was subjected to the Corporate Insolvency Resolution Process of India’s Insolvency and Bankruptcy Code. Because it was the first financial services provider to be subjected to the resolution process, the lenders—known as the committee of creditors—of the troubled company had to select the most appropriate resolution plan among the multiple bids they received. The poor financial position and high level of risk owing to exposure to the wholesales/corporate sector made the lenders’ prospects of recovery bleak and rendered the company less valuable for any prospective takeover or merger. The resolution of the first financial services provider subjected to the resolution process provided a test case for how a committee of creditors could deal with complex issues and still salvage the interests of the different stakeholders, including the secured and unsecured lenders and retail deposit holders. -
Fresh Routes: Navigating Uncertain Times
Fresh Routes, a not-for-profit social enterprise with the mission of advancing local food security, was focused on creating new and innovative ways of providing healthy and affordable food to as many people as possible in the Canadian cities of Calgary and Edmonton.<br><br>As the global COVID-19 pandemic raged in 2020-21, Fresh Routes found itself questioning if it could still provide its much-needed services. Demand was exponentially increasing as more and more people experienced food insecurity due to the pandemic’s impact on their employment status, mobility, and health. Would Fresh Routes be able to find a new way to operate, or would the company need to shut down its operations? -
The Employees Provident Fund (EPF Malaysia): Modern Retirement Challenges
The Employees Provident Fund (EPF) is Malaysia’s national private-sector pension program. It has grown into one of the largest pension funds in the world. The success of the EPF and Malaysia as a whole have brought new challenges. As life expectancy increases and the population ages, how can the EPF ensure adequate pension coverage and take care of Malaysians’ increasing retirement needs? As technology replaces the need for branches and customer-facing staff, how and where should the EPF channel its valuable human resources? How should the EPF optimally invest its ever-increasing funds? These are the questions the EPF’s chief strategy officer has to answer as he charts a way forward in the 21st century. -
IKEA: Becoming a Circular Business
Global furniture giant Inter IKEA Systems B.V. (IKEA) announced its intent to become a circular and climate-positive business by 2030. In order to achieve these goals, the company had to find ways for consumers to cycle end-of-life products back to its facilities. IKEA was implementing this process—known as reverse logistics—via international sell-back and leasing programs. It was unclear, however, if the company’s efforts would be enough to make its operations sustainable. Additionally, the question remained as to whether IKEA was truly focused on sustainability and responsibility or if it was simply attempting to maximize customer lifetime value. -
Workplace Safety Trainers: Resuscitating Revenue
In June of 2022, Jada Abimbola, chief executive officer and owner of Workplace Safety Trainers (WST), needed to develop a strategy for the business after experiencing stagnating profits during the coronavirus pandemic. WST was one of Ontario’s foremost private occupational health and safety companies, providing training for businesses that needed to comply with the standards of the Ontario Ministry of Labour, Immigration, Training, and Skills Development. Abimbola was considering several alternatives to revive the business while remaining committed to its new employee-centred focus: maintain the status quo, offer first aid training, or develop and sell a new line of physical goods. Abimbola was also considering cashing in on her investment by selling the business and moving on. This case will also serve as a talking point for the importance of occupational health and safety in various industries. -
Chem-ARC: Playing the Blame Game
The turnaround coordinator at Chem-ARC Industries (Chem-ARC) had to solve a dispute involving multiple stakeholders within the Turnaround Scheduling and Planning Department. Chem-ARC had been only two days into a company-wide shutdown when a delay on the plant floor sent the outage schedule into disarray. Members of the department started to blame one another for the issues Chem-ARC was facing. With a group of disgruntled employees, a costly problem that urgently needed fixing, and a senior management team pressing for answers, the coordinator had to find a way to improve teamwork within her department while conveying to upper management that she was capable of her position as leader. -
Theranos Inc.: A Revolutionary Blood-Testing Start-Up Too Good To Be True? (A)
This case series focuses on Theranos Inc. (Theranos), a health care technology start-up founded by Elizabeth Holmes in 2003. Theranos focused on developing a revolutionary blood-testing technology that was supposed to be able to detect diseases using only a few drops of blood. Once valued at US$10 billion, the company never demonstrated its alleged technological breakthrough, and Holmes was eventually charged by the Securities and Exchange Commission for fraud and deceit. In 2018, Theranos was forced to shut down its operations, and in January 2022, Holmes was found guilty of three counts of wire fraud and one count of conspiracy to commit wire fraud. The case series explores Theranos’s history, as well as the role of overconfidence bias in Theranos’s downfall. -
Theranos Inc.: A Fall from Grace (B)
This case series focuses on Theranos Inc. (Theranos), a health care technology start-up founded by Elizabeth Holmes in 2003. Theranos focused on developing a revolutionary blood-testing technology that was supposed to be able to detect diseases using only a few drops of blood. Once valued at US$10 billion, the company never demonstrated its alleged technological breakthrough, and Holmes was eventually charged by the Securities and Exchange Commission for fraud and deceit. In 2018, Theranos was forced to shut down its operations, and in January 2022, Holmes was found guilty of three counts of wire fraud and one count of conspiracy to commit wire fraud. The case series explores Theranos’s history, as well as the role of overconfidence bias in Theranos’s downfall. -
Theranos Inc.: Hitting Rock Bottom (C)
This case series focuses on Theranos Inc. (Theranos), a health care technology start-up founded by Elizabeth Holmes in 2003. Theranos focused on developing a revolutionary blood-testing technology that was supposed to be able to detect diseases using only a few drops of blood. Once valued at US$10 billion, the company never demonstrated its alleged technological breakthrough, and Holmes was eventually charged by the Securities and Exchange Commission for fraud and deceit. In 2018, Theranos was forced to shut down its operations, and in January 2022, Holmes was found guilty of three counts of wire fraud and one count of conspiracy to commit wire fraud. The case series explores Theranos’s history, as well as the role of overconfidence bias in Theranos’s downfall. -
Xanadu Farms: Weathering the Uncertainty
In March 2023, two strawberry producers in Ontario, Canada had to decide how many acres to plant with each of four strawberry varieties at Xanadu Farms. They had committed to providing 275,000 pounds of berries to a local independent grocery chain and also required some of their berry crop to make strawberry preserves. Complicating this decision was the impact that weather had on the yield of each type of berry. If the weather reduced the yield, the two producers would need to make up for the loss by sourcing berries from several nearby farmers. However, if the weather was favourable, they would be able to sell any excess berries at their own storefront. What current decision should the two strawberry producers make to ensure they achieve the best outcome one year later? -
Xanadu Farms: Weathering the Uncertainty - Student Spreadsheet
Student Spreadsheet to accompany product W33716. -
Xanadu Farms: Weathering the Uncertainty - Instructor Spreadsheet
Instructor Spreadsheet to accompany product W33717. -
Mindgeek’s Risky ESG Makeover
A major reason for the purchase of Pornhub owner MindGeek by Ethical Capital Partners (ECP) is the chance to profit by winning back the support of Visa and Mastercard, who previously cut off Pornhub from payment services. ECP’s partners appear to be trying to put an ethical spin on MindGeek’s operations, aiming to drive growth by promoting a commitment to ethical leadership along with the adoption of tools for detecting and deterring illegal online activity. But branding MindGeek’s operations as ethical will take more than respecting industry workers and getting rid of illegal content. MindGeek’s content moderation practices still enable adult consumers to live out morally questionable fantasies. ECP freely admits it plans to unlock shareholder value in MindGeek through state-of-the-art tech and intellectual property investments. This has some observers speculating that the Pornhub acquisition is all about cashing in on the savings that can be achieved by investing in technology-generated porn, which could eliminate any reputational risk of being associated with child pornography. Nonetheless, Pornhub still allows viewers to engage in fantasies that are taboo, unethical, or illegal. And while anyone can try raising money for a company that does this by talking about free markets and freedom of expression, the investment banking community probably won’t bite. -
Sexual Harassment in Virtual Workplaces
Sexual Harassment in Virtual Workplaces is a collection of eight vignettes set in India that describe various sexual harassment incidents perpetrated by supervisors, colleagues, and clients at virtual workplaces involving video calls, social media groups, and online chats. The harassment occurred both as one incident and as a series of incidents and consisted of behaviours such as requesting video meetings, comments about appearance, sharing pictures without permission, verbal put-downs, offensive comments, and sexual propositions, all of which led to adverse impacts on their targets.