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In February 2015, Premier Explosives Limited (PEL) was preparing for a sudden expansion. The Indian company was the sixth-largest manufacturer of explosives in the country and also made defence products such as solid propellants and pyrogen igniters. PEL had many prominent customers in the mining industry and defence business, and exported bulk explosives to a number of countries. PEL signed a joint venture agreement with the well-regarded Kalyani Group, to manufacture additional defence products. To fund the expansion, PEL approached the Commercial Bank of India for a preferential allotment of equity shares to mobilize ?510 million and an enhancement of working capital limits from ?460 million to ?740 million. The Central Bank of India's president of the investment banking group perused the proposal, but was presented with a dilemma due to the recent slowdown in the mining and infrastructure sectors - the main industries that used PEL's products. Given the decline and the associated risks, should the banker reject the funding proposal for PEL to expand?

This case describes how Hong Kong Broadband Network (HKBN), a leading provider of broadband, IPTV, and long-distance services in Hong Kong with approximately 2 million Internet subscribers, went through a management buyout (MBO) transaction with CVC Capital Partners (CVC), a global private equity investment firm. Subsequently, the case describes how HKBN's unique corporate culture, particularly its Co-Ownership scheme, led the company from an MBO to a successful IPO. In May 2012, CVC along with key management team members purchased HKBN from Ricky Wong, a well-known Hong Kong entrepreneur in the technology, media, and telecommunications (TMT) industry, and completed the MBO transaction. Through a series of value-added efforts made by both the management team and the CVC team, two years and 10 months after the MBO, HKBN made an IPO in early 2015, resulting in HKBN being one of the few successful MBO transactions in Asia. What are the key factors that contributed to this success within a short time? How should the management team ensure that these success factors, particularly the Co-Ownership scheme, continue to guide HKBN to success in its industry?

In April 2011, a university professor of accounting and finance was examining the financial statements of Pangang Group Steel Vanadium & Titanium Company (Pangang), a leading Chinese steel manufacturer listed on the Shenzhen Stock Exchange. Pangang had a dramatic turnaround in its reported net income in 2010 with its share price rising over 60 per cent in a six-month period. The professor suspected that the controlling shareholder of Pangang - Anshan Iron and Steel Group Corporation (Ansteel) - had been manipulating Pangang's earnings to artificially inflate the stock price. The timing coincided with the expiry of put options awarded by Ansteel to minority shareholders as part of a restructuring. Was Pangang manipulating its earnings to influence stock prices? Was there sufficient evidence to expose the fraudulent scheme to the public or report the case to the Chinese securities regulators?

Student spreadsheet for case W16074.

Caesars Entertainment was a large casino operator in the United States that had been purchased in a 2008 leveraged buyout by Apollo and TPG. In January, 2015, Caesars Entertainment Operating Company (CEOC), its largest subsidiary, filed for Chapter 11. This set up a battle between the company and a set of large distressed investors. At issue was not only how to restructure the business and reduce Caesars debt, but also multiple lawsuits alleging that the company had damaged creditors in their quest to preserve equity value. Of particularly focus were a series of transactions that took place during 2013 and 2014 to sell assets from one subsidiary to another and to eliminate a valuable parent guarantee that had been granted to CEOC creditors. This case provides a good example of a variety of "defensive maneuvers" employed by companies and their private equity sponsors to protect a troubled investment.

In April 2011, a university professor of accounting and finance was examining the financial statements of Pangang Group Steel Vanadium & Titanium Company (Pangang), a leading Chinese steel manufacturer listed on the Shenzhen Stock Exchange. Pangang had a dramatic turnaround in its reported net income in 2010 with its share price rising over 60 per cent in a six-month period. The professor suspected that the controlling shareholder of Pangang - Anshan Iron and Steel Group Corporation (Ansteel) - had been manipulating Pangang's earnings to artificially inflate the stock price. The timing coincided with the expiry of put options awarded by Ansteel to minority shareholders as part of a restructuring. Was Pangang manipulating its earnings to influence stock prices? Was there sufficient evidence to expose the fraudulent scheme to the public or report the case to the Chinese securities regulators?

While the crowdfunding phenomenon has attracted considerable practitioner and scholarly attention, existing research predominantly reflects a U.S.-centric perspective. This article examines crowdfunding platform creation in 15 European countries. Despite the omnipresent reach of the internet, national boundaries shape the evolution of the European crowdfunding industry. Specifically, crowdfunding platform creation varies across countries and distinct national patterns emerge for crowdfunding activity in general. Moreover, econometric analyses suggest that country-level factors influence platform creation in European countries, with interesting variations across four crowdfunding models: Donation, Reward, Lending, and Equity.

This case is intended for an advanced undergraduate course in finance, accounting, or arts management. It has been used successfully with both business and nonbusiness students. Three undergraduate students decide to start a new a cappella singing group with hopes of producing a CD the following year. The case provides opportunities for students to estimate funding needs, conduct scenario and sensitivity analyses, and use this information to develop strategies to accomplish the group's objectives.

Spreadsheet supplement for case UV7120.

This case examines the contexts and outcomes of Bright Food Group's eight overseas merger and acquisition (M&A) initiatives in the food industry in Australia, Europe, New Zealand and the United States from 2010 to 2012. The case provides an opportunity to examine a Chinese state-owned enterprise's overseas M&A strategy, including reasons for M&A targets and challenges in its first steps in global M&A deal making.

In April 2015, Coromandel International Limited (CIL), a manufacturer of fertilizers based in Chennai, India, requested that the National Bank of India increase CIL's existing short-term finance arrangement. CIL operated 14 state-of-the-art manufacturing facilities across India with a combined installed capacity of four million tonnes per annum and over 2,000 employees. It sold its products through a countrywide dealer network as well as in its own 800 retail chain stores, with plans for aggressive expansion both at home and to various countries in Southeast Asia, Latin America, and Africa. However, CIL was dependent on government subsidies and, because many of its raw materials had to be imported, was also dependent on a positive foreign exchange rate. Over the previous three years, CIL had acquired four fertilizer companies as part of its growth strategy in inorganics. With extended short-term financing, CIL could integrate these companies and take advantage of the resulting synergy. The country head of the Wholesale Banking Group was concerned that CIL's request would exceed the bank's exposure norms on the fertilizer industry as well as the bank's prudential exposure limits on a single borrower. Should the bank accept CIL's request for enhanced short-term borrowing?

In February 2015, Premier Explosives Limited (PEL) was preparing for a sudden expansion. The Indian company was the sixth-largest manufacturer of explosives in the country and also made defence products such as solid propellants and pyrogen igniters. PEL had many prominent customers in the mining industry and defence business, and exported bulk explosives to a number of countries. PEL signed a joint venture agreement with the well-regarded Kalyani Group, to manufacture additional defence products. To fund the expansion, PEL approached the Commercial Bank of India for a preferential allotment of equity shares to mobilize ₹510 million and an enhancement of working capital limits from ₹460 million to ₹740 million. The Central Bank of India's president of the investment banking group perused the proposal, but was presented with a dilemma due to the recent slowdown in the mining and infrastructure sectors -- the main industries that used PEL's products. Given the decline and the associated risks, should the banker reject the funding proposal for PEL to expand?

Student spreadsheet for case W16066.

ESSA is a Colombian electricity utility company. Its origins date back to the late nineteenth century in the Department of Santander. Its history and evolution comprise various stages. After a first State-owned phase managed by Colombian government, the regional business group Empresas Públicas de Medellín (EPM for its acronym in Spanish) acquired ESSA. EPM was characterized by a sound and successful corporate governance model. ESSA has always showed a deep-rooted sense of attachment to its local community (Santander), has therefore played an influential role and has had major engagement in the development of the Department of Santander. Its acquisition by a group from another Colombian region, Antioquia, confronts ESSA with a series of corporate governance dilemmas, visibly affecting daily management. The case offers the possibility of analyzing and discussing the decisions a general manager must make and the risks he must run when his personal criterion diverges from those of majority shareholders and the perceived interests of his stakeholders (critical dimension in a public utility company). Carlos Alberto Gómez, General Manager at ESSA (the leading character in this case), must analyze the outcome of a bidding process methodology he believes in, yet does not have the approval and full support from the parent company, EPM. He will also need to assess how to obtain financial support from ESSA to sustain and recover a regional icon: the Santander Theatre. The decision is not autonomous, as he must seek the approval from its parent headquarter located in a different department.

In April 2015, Coromandel International Limited (CIL), a manufacturer of fertilizers based in Chennai, India, requested that the National Bank of India increase CIL’s existing short-term finance arrangement. CIL operated 14 state-of-the-art manufacturing facilities across India with a combined installed capacity of four million tonnes per annum and over 2,000 employees. It sold its products through a countrywide dealer network as well as in its own 800 retail chain stores, with plans for aggressive expansion both at home and to various countries in Southeast Asia, Latin America, and Africa. However, CIL was dependent on government subsidies and, because many of its raw materials had to be imported, was also dependent on a positive foreign exchange rate. Over the previous three years, CIL had acquired four fertilizer companies as part of its growth strategy in inorganics. With extended short-term financing, CIL could integrate these companies and take advantage of the resulting synergy. The country head of the Wholesale Banking Group was concerned that CIL’s request would exceed the bank’s exposure norms on the fertilizer industry as well as the bank’s prudential exposure limits on a single borrower. Should the bank accept CIL’s request for enhanced short-term borrowing?

Back in early 2013, Jimmy Ng, the new head of Group Audit at DBS received an urgent call from Kelvin Lam, Country Head of Taiwan Audit, requesting an increase in Taiwan's audit headcount by ten for mandatory audits required by the Financial Supervisory Commission in Taiwan. However, Ng was very sensitive about allocating more headcount to Taiwan, especially for compliance activities that consumed extensive resources. As DBS Taiwan had grown to 43 branches, the volume of mandatory audits kept increasing for the bank - all of its branches, business and support units were subject to two mandatory audits per year. In view of the cumbersome audit work and the serious consequence of compliance failure, Ng understood that providing more headcount would be of no help in the long run. A fundamental business strategy was required to rethink the auditing process to make it less volume sensitive. By the end of 2014, the implementation of new business processes proved to be very successful, and Ng and the audit team at DBS Taiwan could heave a sigh of relief.

In March 2012, Hon Hai Precision Industry Company, Ltd. (Hon Hai) announced its investment in the Sharp Corporation (Sharp). The deal was structured in two parts: the first had Hon Hai investing in Sharp, and the second involved Hon Hai founder and chairman and CEO Terry Guo personally purchasing a stake in Sharp's unprofitable Sakai manufacturing plant. This case explores the dynamics of the deal and specifically focuses on valuation of the investment in the Sakai plant as well as the structure of the deal. It presents a vehicle by which to consider net present value (NPV) calculations and corporate deal structuring.

Spreadsheet supplement for case 215047.

Today’s official interest rates are unprecedented, thanks to the spread of negative interest rate policy around the world. Negative interest rate policy is not an academic abstraction to be ignored by the corporate world. Indeed, negative rates come with negative implications for running a business. Until recently, zero was the lower bound on policy rates. But lately, various central banks representing about 25 per cent of global GDP have gone negative. Negative policy interest rates were even discussed in Canada last year by the Bank of Canada’s governor. The goal of negative rates is to make not using money costly for banks and to get them to lend it out, thereby stoking economic growth, job creation, consumption, investment, exports, a lower currency value, and inflation. <br><br> If the Bank of Canada looks like it might be headed negative on its policy rate, this means it is very worried about the macroeconomic conditions that make or break businesses. It also means the Bank of Canada may not be confident that politically motivated fiscal policies involving deficits, government spending and taxation will support economic growth. As a result, executives should be prepared to consider comprehensive reviews of important aspects of their businesses, including working capital, capital spending, financing, acquisitions, product pricing, compensation, and long-term contracting. Negative policy rates are very tough on bank margins and profitability, and weakened banks are no help in a stagnant economy; they encourage people to do unusual things with their money like storing it in a safe or hiding it. Finally, negative policy rates turn time-honoured accounts receivable and accounts payable policies upside down such that you may now want to receive money as late as possible and pay it out as soon as possible.

A small chain of retail stores selling outdoors equipment, Blue Ridge Bike and Hike (Blue Ridge) was expanding rapidly. The finance manager had to develop a financial plan for accommodating this growth and the investment it required. Clearly, the business was growing faster than could be financed from internal sources--it had been increasing a long-term loan and had just ended the year with a higher-than-usual balance on its bank line of credit.