學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Business Development Bank of Canada
內容大綱
On January 28, 2009, the president and CEO of the Business Development Bank of Canada is considering the impact of the minister of finance's announcement in his recent 2009 budget that the bank would offer a new financial product to help auto and heavy equipment dealers suffering through the global financial and economic crisis. A wholly owned Government of Canada Crown corporation, the bank's mandate is to help create and develop Canadian businesses through financing, subordinate financing, venture capital and consulting services, with a focus on small and medium-sized enterprises. It is expected both to complement private-sector financial institutions and to earn a rate of return on common equity greater than or equal to the government's average long-term cost of capital. Taken by surprise due to budget secrecy, the president has spent the last two days in conversations with his staff, senior government officials and his board chair. He needs a plan to quickly launch this new and completely unfamiliar line of business while navigating the complex governance and stakeholder environment that BDC faces.