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In 2012, an Indian multinational, Bharat Forge Ltd. (BFL) achieved world-leader status in forgings by a series of acquisitions in Europe and the United States. The need to participate in growth markets and to be close to global auto majors led BFL to a joint venture with the China-based FAW Corporation. However, while moving towards growth and a strategy for international scope expansion, shifts in the environment took BFL on a path towards a more de-risked portfolio. Following the divestment of its holding in the United States, BFL needed to reexamine the continuance of its stake in the joint venture.

An Indian multinational, Bharat Forge Ltd. (BFL) achieved world-leader status in forgings by a series of acquisitions in Europe and the United States. The need to participate in growth markets and to be close to global auto majors led BFL to a joint venture with the China-based FAW Corporation. However, while moving towards growth and a strategy for international scope expansion, shifts in the environment took BFL on a path towards a more de-risked portfolio. Following the divestment of its holding in the United States, BFL needed to reexamine the continuance of its stake in the joint venture.

This case deals with the revitalization of Tata Chemicals Ltd. (TCL) by way of significant international acquisitions in the first decade of the new millennium. Set in 2011, TCL has a decision to make on the potential acquisition of a stake in a North American early stage potash development company. This acquisition could allow TCL to set up a fertilizer plant, which might give the company a jumpstart just as earlier acquisitions had helped the company to be ranked number two in the world in soda ash production. As backward integration can be a risky strategy, the acquisition needs to be carefully considered in terms of when to integrate and when to rely on market-driven contractual arrangements.

This case deals with the revitalization of Tata Chemicals Ltd. (TCL) by way of significant international acquisitions in the first decade of the new millennium. Set in 2011, TCL has a decision to make on the potential acquisition of a stake in a North American early stage potash development company. This acquisition could allow TCL to set up a fertilizer plant, which might give the company a jumpstart just as earlier acquisitions had helped the company to be ranked number two in the world in soda ash production. As backward integration can be a risky strategy, the acquisition needs to be carefully considered in terms of when to integrate and when to rely on market-driven contractual arrangements.

This case deals with a dilemma faced by the Board of Control for Cricket in India (BCCI) in 2007. Following the elimination of India from the knock-out phase of the World Cup 2007 championship, the BCCI and team sponsors found themselves at a crossroads. Others were vying with cricket for the advertising budgets of companies, and spectator interest for cricket was on the wane. The vice president of the BCCI had to perform a situation analysis after the backlash from fans and assess the way forward for the sport after the team’s poor performance in the World Cup. The case facilitates an analysis of the environment for cricket in India in 2007 and an assessment of the need for next steps for the game to regain its preeminent status among sports fans in the country.

This case deals with a dilemma faced by the Board of Control for Cricket in India (BCCI) in 2007. Following the elimination of India from the knock-out phase of the World Cup 2007 championship, the BCCI and team sponsors found themselves at a crossroads. Others were vying with cricket for the advertising budgets of companies, and spectator interest for cricket was on the wane. The vice president of the BCCI had to perform a situation analysis after the backlash from fans and assess the way forward for the sport after the team's poor performance in the World Cup. The case facilitates an analysis of the environment for cricket in India in 2007 and an assessment of the need for next steps for the game to regain its preeminent status among sports fans in the country.

This case deals with cricket in India following the 2007 World Cup and leading to the early manifestations of the Indian Premier League's Twenty20 cricket championship (IPLT20). Following the elimination of India from the knock-out phase of the World Cup 2007 (One Day Cricket) championship, the Board of Control for Cricket in India (BCCI) and team sponsors found themselves at a crossroads. Other sports and entities were competing with cricket for companies' advertising budgets and, in this setting, the IPLT20 was born. As the IPLT20 caught the imagination of viewers, the Sahara Group, an Indian conglomerate, was faced with an opportunity to bid for a new franchise, which could be one of two additional teams to join the existing eight-team IPLT20. The Sahara Group had been apprehensive about continuing its sponsorship of the Indian test team in the past and had missed the opportunity to own a franchise at the launch of the IPLT20 two years earlier. This case allows for an analysis of the Indian cricket environment in 2007 and the evolution of the IPLT20, as well as an assessment of a bid by the Sahara Group to enter the IPLT20.

This is a supplement to Tata Steel Limited: Convertible Alternative Reference Securities (A). Tata Steel’s launch of a convertible bond offering in exchange for its convertible alternative reference securities issued in 2007 was in response to shifts in environmental factors. An analysis of the offer allows for a valuation exercise and an assessment of a capital restructuring decision that considers the interests of the issuer and of the investors.

Set in India in 2009, the case is about Tata Steel Ltd (TSL), a global top ten steel producer. TSL's launch of a convertible bond offering in exchange for its convertible alternative reference securities issued in 2007 was in response to shifts in environmental factors. An analysis of the offer allows a valuation exercise and an assessment of a capital restructuring decision considering the interests of the issuer and of the investors.

Spreadsheet for product 9B10B010.

This case deals with a rural charitable homeopathic hospital in the state of Maharashtra, India, set in the year 2008. The hospital, Dr. M. L. Dhawale Memorial Trust's Rural Homeopathic Hospital, is one among many clinics and hospitals run by the Dr. M. L. Dhawale Memorial Trust (MLDT). Dr. Navin Pawaskar, the head of the hospital, has to make recommendations to the management team to improve the profitability of the hospital and be financially sustainable. He has findings and data from a field study done by management students of S. P. Jain Institute of Management and Research, Mumbai, India. The study involved a preliminary costing exercise of the various services offered in the hospital. The data from the costing exercise must now be analyzed to arrive at actionable conclusions.

This case deals with a rural charitable homeopathic hospital in the state of Maharashtra, India, set in the year 2008. The hospital, "Dr. M. L. Dhawale Memorial Trust's Rural Homepathic Hospital," is one among many clinics and hospitals run by the Dr. M. L. Dhawale Memorial Trust (MLDT). Dr. Navin Pawaskar, the head of the hospital, has to make recommendations to the management team to improve the profitability of the hospital and be financially sustainable. He has findings and data from a field study done by management students of S. P. Jain Institute of Management and Research, Mumbai, India. The study involved a preliminary costing exercise of the various services offered in the hospital. The data from the costing exercise must now be analyzed to arrive at actionable conclusions.

Spreadsheet supplement for case 908N01.

Shortly after the acquisition of Corus in 2007, Tata Steel Limited entered the international markets with a convertible bond offering (CARS) that had distinct features. The offering of US$875 million was the first of its kind from India. The successful issuance reflected investor confidence in the country and the company. This case covers a full analysis of the CARS with a scope that spans valuation, structuring of the financing instrument to suit the issuer's strategic imperatives and investment analysis.

Excel spreadsheet for students to perform analysis.

Shortly after the acquisition of Corus in 2007, Tata Steel Limited entered the international markets with a convertible bond offering (CARS) that had distinct features. The offering of US$875 million was the first of its kind from India. The successful issuance reflected investor confidence in the country and the company. This case covers a full analysis of the CARS with a scope that spans valuation, structuring of the financing instrument to suit the issuer's strategic imperatives and investment analysis.