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Boubyan bank grew from a small Islamic bank in Kuwait to one of the largest and most successful financial organizations in its home country. As the bank is entering its next phase of growth, the leadership must confront how to successfully deal with issues around digitization, regional and global expansion, as well as recruiting talent in a more complex and increasingly hybrid world of digital and physical solutions.

This case presents the coming year's performance goals as established by Marietta Austin, the new president of Tractors, Inc. (a subsidiary of AA Equipment Corporation [AAEC], a fictional company), along with data pertaining to several years of actual financial performance. Austin has asked her direct reports to come to a meeting with specific ideas for actions that they plan to pursue in order to help the business unit achieve those performance goals. Students are tasked with creating their own ideas for action to meet the stated goals.

In the winter of 2019, the Brazilian entrepreneur and founder of Insolar was proud of what he had accomplished in the five years since the company's launch. His vision to democratize access to solar energy in Brazil was finally starting to become a reality. Insolar had installed solar panels that were providing a sustainable energy source to 5,000 residents in the favelas of Rio de Janeiro. The company had also founded an institute to train low-income residents on the installation of solar panels and was continuously designing new innovations to increase the institute's impact. The founder was ready to make an additional investment and expand the Insolar brand. He had just received word from his research and development team that the final version of his most recent project, the solar kit, would be complete within the next year. However, he still had reservations about launching the product and had to make some key decisions before it could be ready for the market. What would be his next steps on the path to democratize solar energy?

In the winter of 2019, the Brazilian entrepreneur and founder of Insolar was proud of what he had accomplished in the five years since the company’s launch. His vision to democratize access to solar energy in Brazil was finally starting to become a reality. Insolar had installed solar panels that were providing a sustainable energy source to 5,000 residents in the favelas of Rio de Janeiro. The company had also founded an institute to train low-income residents on the installation of solar panels and was continuously designing new innovations to increase the institute’s impact. The founder was ready to make an additional investment and expand the Insolar brand. He had just received word from his research and development team that the final version of his most recent project, the solar kit, would be complete within the next year. However, he still had reservations about launching the product and had to make some key decisions before it could be ready for the market. What would be his next steps on the path to democratize solar energy?

On March 18, 2019, Yuvraj Mehta, head Corporate Brand Management & Communications (CBMC) at Larsen & Toubro (L&T), heard about negative media narratives against L&T, following a high-profile merger and acquisition (M&A) between the company and Mindtree. Some of the allegations against L&T were "hostile takeover" and "destruction of Mindtree's culture." Mehta was faced with the issues of influencing all stakeholders; turning the tide and changing the narrative from hostile takeover to continuity, growth and profitability; and integrating Mindtree and its employees and culture into L&T. Compared to L&T's previous acquisitions, which were small, and other strategic initiatives, which were mostly organic, Mindtree acquisition was the largest (in value terms) in its history. It was also the most complex as Mindtree promoters aggressively resisted the acquisition, and L&T had to acquire a large number of shares through an open offer. Media speculations began in January 2019 when L&T, the engineering and construction giant, planned to acquire a majority stake in the young IT firm, Mindtree. Soon the reporting changed to aggressive media ranting. Time was at a premium. Mehta knew he would need to begin strategising almost immediately. How should he proceed? What should be his first move?

In 2016, the general manager of Stone Rock Golf & Country Club (SRGCC) in Ainslie, Ontario, was considering an opportunity to grow the club's weddings and special events business. SRGCC, a popular 18-hole golf course in a small town, was owned and operated by four local families, who ran the business according to their family values and their sense of loyalty and pride in their community. Since the golf industry had recently experienced a significant decline, the manager believed that increased investment in the weddings and special events business would help to strengthen and diversify SRGCC's revenues. He was considering three different options, from modest to quite substantial: (1) focus on the immediate capital need of renovating the outdated maintenance facility; (2) make a large investment that included adding a new space for weddings and special events, expanded parking, and a new maintenance facility; or (3) do nothing and maintain the status quo. To complete the entire renovation, the club would require an investment of close to $1 million as well as approval from the four families. How could he build a case to increase SRGCC's revenues and convince both his banker and the board of directors to accept his choice?

The United States had recently experienced a recession, and a credit analyst with Gift Card Capital Inc. (GCC) needed to financially evaluate two troubled restaurant chains. GCC's unusual business model involved offering capital financing in exchange for gift cards that GCC then offered to individual customers and third-party loyalty programs. The analyst needed to weigh the benefits of increasing the size and diversity of GCC's gift card portfolio against the estimated viability of any gift cards received. It was critical to determine whether the businesses could sustain operations for the gift certificates' redeemable time period-roughly up to five years. The analyst was unsure of what to do. Should he offer a cash advance to one, both, or neither of the firms? If he chose to extend a cash advance, how large should that advance be? What specific terms or conditions should be associated with any cash advance? How were the companies adapting to their financial situation and their past performance? How likely was it that either of the companies would become insolvent and shut down overnight?

Student spreadsheet supplement to case W20682

The United States had recently experienced a recession, and a credit analyst with Gift Card Capital Inc. (GCC) needed to financially evaluate two troubled restaurant chains. GCC's unusual business model involved offering capital financing in exchange for gift cards that GCC then offered to individual customers and third-party loyalty programs. The analyst needed to weigh the benefits of increasing the size and diversity of GCC's gift card portfolio against the estimated viability of any gift cards received. It was critical to determine whether the businesses could sustain operations for the gift certificates' redeemable time period—roughly up to five years. The analyst was unsure of what to do. Should he offer a cash advance to one, both, or neither of the firms? If he chose to extend a cash advance, how large should that advance be? What specific terms or conditions should be associated with any cash advance? How were the companies adapting to their financial situation and their past performance? How likely was it that either of the companies would become insolvent and shut down overnight?

Spreadsheet to accompany product 9B20B007.

This case explores Ontario's Fair Hydro Plan, a 2017 policy of the Government of Ontario that aimed to reduce consumer electricity rates by borrowing to provide subsidies. This borrowing was to be repaid through increased rates levied on future consumers in the province. This policy was accounted for using the principles of rate-regulated accounting. The impetus for these changes was the rapidly rising electricity rates.

The issue of gender diversity on boards has received increased attention in U.S markets over the past few years. In 2018, California introduced a law which required boards of U.S-listed firms with headquarters in California to include at least one female director by the end of 2019, and at least two by the end of 2021. In December 2020, Nasdaq asked the Securities and Exchange Commission to approve new diversity rules where the goal is to have boards of firms listed on Nasdaq have at least one female director and at least one underrepresented minority or LGBTQ+ director. However, such initiatives have invited criticism from various market participants, who argue gender quotas could violate the U.S. constitution because they could force companies to turn down a male board candidate or displace a male board member based on his sex. However, countries like Norway endorsed gender quotas more than a decade ago. What can we learn from Norway's actions? This note discusses the views from four prominent male and female executives and board members from the Norway business community on the quota law a decade after its legalization. They point out both challenges faced, and benefits gained by companies from this law. Students can debate the pros and cons of quota laws by drawing from the views and experiences of these executives, and can discuss the merits of corporate diversity quotas in the U.S.

The case revolves around the decisions that the board of directors of ecommerce giant Amazon would need to make in response to the controversial letter that activist shareholder CtW investment group sent to Amazon's shareholders, urging them to vote in favor of a proposal aimed at increasing Amazon's board diversity. The board had formally recommended voting against the proposal in the upcoming annual shareholder meeting. The board's stance ignited an internal debate at Amazon, with several employees questioning the diversity of Amazon's leadership relative to other high-profile technology companies. Institutional Shareholder Services and Glass Lewis, two top advisory firms to public company shareholders, remained divided on the issue. The case presents the opportunity to discuss the importance of having a diverse board, in particular, along the dimensions of race and gender. The case is likely to generate spirited debate about the merits of diversity on corporate boards and the role that a powerful multinational company can play in promoting diversity in technology and business. More fundamentally, the case raises the issue of how organizations should measure diversity.

On June 16, 2017, PerkinElmer, Inc., announced that it would acquire EUROIMMUN Medizinische Labordiagnostika AG (EUROIMMUN), thus making EUROIMMUN an official subsidiary of PerkinElmer. Students are expected to consider strategic motivations behind the acquisition, from the perspectives of both parties, as well as the risks associated with such an acquisition. In addition, they should be able to prepare a pro forma post-acquisition consolidated balance sheet for the combined company. This case is intended for use in a financial accounting course to demonstrate the accounting for acquisitions, specifically where intangible assets could be motivating factors for purchase. Students are expected to prepare two post-acquisition consolidated balance sheets for PerkinElmer (with and without the use of short-term debt facilities), and must consider justifications and risks behind each financing option. Students are asked to consider potential motivations for the acquisition, risks to both parties in entering into this agreement, and market advantages resulting from PerkinElmer's acquisition of EUROIMMUN. In addition, students will also be exposed to and explore the rationale behind the goodwill and intangible asset fair values and purchase price allocations as assessed by PerkinElmer.