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Samsui Supplies & Services Private Limited provided 1.8 million meals annually to long-term care facilities in Singapore through the company’s flagship project, Samsui Central Kitchen. The company had won accolades for its work, and in April 2018, the director felt that the time was right to expand the project. He wondered, however, how he would illustrate to the organization’s key stakeholders the social impact Samsui was having in the SG$89 million market of providing meals for long-term care facilities. To gain support for scaling up Samsui’s initiatives and maximizing the social impact the company was delivering, the director needed to quantify the impact of the company’s corporate social responsibility initiatives in a clear and simple message to its various stakeholders.

Spreadsheet for product 8B19M080.

On March 8, 2017, Singapore-based food outlet operator Kimly Limited (Kimly) announced its intention to go for an initial public offering (IPO). Through this IPO, it aimed to raise SG$43.5 million. Altogether, 173.8 million new shares would be issued at SG$0.25 per share, comprising a retail tranche of 3.8 million shares and a placement tranche of 170 million shares. The chances of successfully getting Kimly’s IPO shares were slim, given the small retail tranche. In addition, the controlling shareholder and other key shareholders were subject to lock-up periods, which would prevent a short-term overhang of the shares. These factors implied that the supply of Kimly’s shares would be scarce in the initial six months after the IPO, which could have a positive impact on the share price. A retail investor, drawn to the issue because of Kimly’s identity as a family firm, applied for the IPO and was also considering purchasing shares in the aftermarket later in March. Was this a worthwhile investment, and if so, what should this investor’s maximum price be? Should such an investor plan to sell immediately or hold for the long term?

Spreadsheet for product 8B18N026.

Student spreadsheet for case W18790

On March 8, 2017, Singapore-based food outlet operator Kimly Limited (Kimly) announced its intention to go for an initial public offering (IPO). Through this IPO, it aimed to raise SG$43.5 million. Altogether, 173.8 million new shares would be issued at SG$0.25 per share, comprising a retail tranche of 3.8 million shares and a placement tranche of 170 million shares. The chances of successfully getting Kimly's IPO shares were slim, given the small retail tranche. In addition, the controlling shareholder and other key shareholders were subject to lock-up periods, which would prevent a short-term overhang of the shares. These factors implied that the supply of Kimly's shares would be scarce in the initial six months after the IPO, which could have a positive impact on the share price. A retail investor, drawn to the issue because of Kimly's identity as a family firm, applied for the IPO and was also considering purchasing shares in the aftermarket later in March. Was this a worthwhile investment, and if so, what should this investor's maximum price be? Should such an investor plan to sell immediately or hold for the long term?

Spreadsheet for product 9B18N026.

This exercise places the reader in the position of an investor, who, before 2017, had invested for almost 20 years. Since the financial crisis in 2008-09, this investor had stayed away from the US market. The investor's return from the previous year stood at a mere 2 per cent. Given that many political events would likely occur in 2017, the investor hoped to revise their investment strategies at the time by developing a more internationalized portfolio. Specifically, the investor was considering how to allocate capital among the existing 10 broker-recommended exchange-traded funds traded on the Singapore stock exchange and two exchange-traded funds in alternative assets traded in the US market. The investor also needed to provide additional cash flows for the education of their two daughters from year two onward for a total of four years. The investor was also willing to reshuffle the investment portfolio to put more weights into the US market. However, before making the revised investment decision, the investor needed to consider the expected returns and risks.

Student spreadsheet for case W18632

This exercise places the reader in the position of an investor, who, before 2017, had invested for almost 20 years. Since the financial crisis in 2008–09, this investor had stayed away from the US market. The investor’s return from the previous year stood at a mere 2 per cent. Given that many political events would likely occur in 2017, the investor hoped to revise their investment strategies at the time by developing a more internationalized portfolio. Specifically, the investor was considering how to allocate capital among the existing 10 broker-recommended exchange-traded funds traded on the Singapore stock exchange and two exchange-traded funds in alternative assets traded in the US market. The investor also needed to provide additional cash flows for the education of their two daughters from year two onward for a total of four years. The investor was also willing to reshuffle the investment portfolio to put more weights into the US market. However, before making the revised investment decision, the investor needed to consider the expected returns and risks.

Instructor Spreadsheet for product 8B18N020.

Student Spreadsheet for product 9B18N020.

Under the visionary leadership of Hiroshi Yamauchi, Nintendo Co., Ltd. (Nintendo) of Japan had transformed from a small founder-controlled business to a global and professionalized firm. Yamauchi’s death in 2013 had the potential to affect Nintendo’s corporate financial policy. Following his passing, Yamauchi’s family was left with a huge inheritance—but also an exorbitant inheritance tax bill. The family sought advice from Nintendo on how to deal with the matter. How could Nintendo solve this financial trouble in a way that balanced the interests of both the family and Nintendo’s management?

Under the visionary leadership of Hiroshi Yamauchi, Nintendo Co., Ltd. (Nintendo) of Japan had transformed from a small founder-controlled business to a global and professionalized firm. Yamauchi's death in 2013 had the potential to affect Nintendo's corporate financial policy. Following his passing, Yamauchi's family was left with a huge inheritance-but also an exorbitant inheritance tax bill. The family sought advice from Nintendo on how to deal with the matter. How could Nintendo solve this financial trouble in a way that balanced the interests of both the family and Nintendo's management?

Student Spreadsheet for product 9B18N004.

Student spreadsheet for case W18176.

In early 2014, Standard Chartered PLC, a British multinational banking and financial services company headquartered in London, England, announced its restructuring plan. The announcement triggered positive reactions in both stock and bond markets. Nevertheless, the eventual profitability was not what was expected. Moving forward into 2015, how would a rational investor have taken advantage of such a corporate restructuring event?

In early 2014, Standard Chartered PLC, a British multinational banking and financial services company headquartered in London, England, announced its restructuring plan. The announcement triggered positive reactions in both stock and bond markets. Nevertheless, the eventual profitability was not what was expected. Moving forward into 2015, how would a rational investor have taken advantage of such a corporate restructuring event?

Instructor Spreadsheet for 8B17N007.

In September 2011, San Miguel Corporation (SMC) celebrated its 122nd anniversary. Its chairman had just turned 76. Two years earlier, he had travelled to the United States to receive a cardiac ablation to correct an irregular heart rhythm. Succession-related questions were on his mind. SMC needed a clear plan for the leadership transition. The charismatic chairman spent his life successfully exploiting business opportunities, growing SMC from a small brewery company into a giant business group. By 2011, SMC was the largest corporation in the Philippines in terms of revenue—accounting for about 6 per cent of the country’s gross domestic product and employing about 17,000 people. The group engaged in a wide range of businesses including mining, oil refining and distribution, power, telecommunications, airlines, airports, and infrastructure. How could the company continue to thrive without its remarkable leader? Finding a path towards a smooth leadership succession would be a difficult task.