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The Note is meant as an introduction to the history of Gold. It will familiarize the readers with key aspects of gold demand, supply and reserves.

Gold is a very popular alternative asset class globally. This note looks at the properties of gold that make it so attractive. The note also compares the performance of gold against various other asset classes and its correlation with them.

This case is about government bonds, using specific bonds issued by the UK Government. It can be used to teach the basics of time value of money and discounting cash flows. But it can also be used to delve into fundamental issues surrounding bond valuation and bond pricing methodologies, as well as to explore more general topics such as corporate financing. Finally, the case serves as an introduction to the yield curve, its role and interpretation, an understanding of the risk of investing in bonds, and a discussion on risk-free rates and sovereign risk. The case provides the opportunity to emphasize important concepts such as: (1) Time value of money; (2) Net present value (NPV) and internal rate of return (IRR); (3) Valuing bonds by discounted cash flows (DCF); (4) Difference between yield to maturity (YTM) and coupon rate; (5) Above or below par; (6) Relative attractiveness of long vs. short bond maturity and when it is most appropriate to use each type; (7) Liquidity and bond pricing; (8) Yield curve shape; (9) Sovereign bond spreads. Learning objectives: Participants will also have the chance to work on several practical problems during class, such as: (1) Discounting cash flows and computing NPV; (2) Estimating the yield to maturity for a given price and coupon rate (e.g. IRR); (3) Understanding the risk of investing in bonds with different maturities. This case has been used effectively with MBAs and executives alike, in sessions running from 90 minutes to three hours, and with audiences from around the world. The case is also suitable for distance learning programs, including online degree and post-graduate courses in basic finance.

The Anheuser-Busch InBev case represents a major cross-border M&A transaction. Because the material covers a large, well-known transaction involving food and beverage companies, students can focus on both the strategic rationale behind the transaction as well as understand the various valuation issues associated with any M&A deal-including some specific to cross-border M&A, such as currency conversion of foreign sales. The material includes both student and instructor spreadsheets.

The Anheuser-Busch InBev case represents a major cross-border M&A transaction. Because the material covers a large, well-known transaction involving food and beverage companies, students can focus on both the strategic rationale behind the transaction as well as understand the various valuation issues associated with any M&A deal-including some specific to cross-border M&A, such as currency conversion of foreign sales. The material includes both student and instructor spreadsheets.

The owner/operator of Spruce Lawn Farms, a cash crop farm located near London, Ontario, was thinking of expanding his operation to include identity-preserved soybeans and a grain dryer. The farm had been in operation for 12 years and consisted of 650 acres of owned land with plans to increase this through renting neighbouring fields to 2,000 acres by 2015. Current crops included genetically modified winter wheat, corn and soybeans, but given the growing backlash against genetically modified foods in Europe and Asia, he was considering adding certified identity-preserved soybeans as well. His back-of-the-envelope calculations seemed to indicate that the venture would pay off. However, when he approached his financial institution for a loan, they were concerned about how the new venture would change the farm's financial structure.

A recent MBA graduate had been renting a condominium, and a similar unit next door had just been listed for sale. Now facing the classic buy-versus-rent decision, the young grad decided it was time for her to apply some of the analytical tools she had acquired in business school — including “time value of money” concepts — to her personal life.

A recent MBA graduate had been renting a condominium, and a similar unit next door had just been listed for sale. Now facing the classic buy-versus-rent decision, the young grad decided it was time for her to apply some of the analytical tools she had acquired in business school - including "time value of money" concepts - to her personal life.

The managing partner for Malvern Investment Services was faced with a dilemma. In two weeks, she would be hosting the firm's annual conference and would be announcing the Investment Advisor of the Year. Having narrowed down the list to four finalists she now had to make the final decision. This was her first conference as the managing partner and she knew that every announcement, presentation and interaction she had with her partners and staff would be scrutinized for hints of the firm's direction under her leadership. The choice she would make regarding the Investment Advisor of the Year award would be analyzed to determine the traits that she valued most highly in Malvern's best advisors. Each of the four advisors under consideration was highly regarded by branch managers, peers and clients. As she viewed the biographies, she wondered how to evaluate them with respect to the award.

The managing partner for Malvern Investment Services was faced with a dilemma. In two weeks, she would be hosting the firm’s annual conference and would be announcing the Investment Advisor of the Year. Having narrowed down the list to four finalists she now had to make the final decision. This was her first conference as the managing partner and she knew that every announcement, presentation and interaction she had with her partners and staff would be scrutinized for hints of the firm’s direction under her leadership. The choice she would make regarding the Investment Advisor of the Year award would be analyzed to determine the traits that she valued most highly in Malvern’s best advisors. Each of the four advisors under consideration was highly regarded by branch managers, peers and clients. As she viewed the biographies, she wondered how to evaluate them with respect to the award.

In late 2011, Infineon (IFX), a German semiconductor company, is sitting on a €2.4bn cash balance representing 40% of its assets. As part of a financial policy review, management is receiving conflicting advice from different quarters as to whether to pay out some of the cash holdings, how much and by which methods.

Spreadsheet supplement for product INS791.

Student spreadsheet for W14389.

In 2012, Manish Enterprises, a leading coal supplier firm located in Ludhiana, India, was facing a decline in growth. A year later, a business graduate was appointed as the chief executive officer of the company. He managed to reduce the cash cycle from six months to three months by running the operations of the firm efficiently. Sales increased by 127 per cent, and the firm began financing its growth by taking advances from customers. The firm was thus able to reduce its investment in current assets. However, despite adopting best practices, the profitability of the business was declining. The challenges then faced by Manish Enterprises were to manage growth and liquidity while retaining profitability.

An entrepreneur in Atlantic Canada believes he has a five to six year window to capitalize on the growth of his newest venture, Maritime Bus, a passenger transportation and parcel delivery service, before his retirement. Having turned around a business that lost $12 million over the previous eight years in less than six months, he believes he has the opportunity to continue this success. However, he is unsure what strategies to follow to achieve growth: expand the parcel service, partner with other transportation operators to attract more riders, increase marketing efforts or move into Newfoundland and Labrador. He is also unsure about the value of the business and how he can smoothly and profitably transfer his ownership shares to his partner, one or more of his children or an external investor. Any decision needs to be made in consultation with his family.

As an engineering company operating in India’s steel sector, Pennar Industries boasts gross sales of INR 7.3 billion in financial Year 2009. Pennar had been on the brink of bankruptcy in the early 2000s, but, thanks to foreign investment, the company went on to experience a remarkable turnaround. In 2009, the board of directors at Pennar is considering a share buyback.<br><br>As the chief financial officer at Pennar Industries prepares the share-buyback proposal that is due to be presented to the board of directors for approval, he wonders whether a share buyback represents the right decision for the company and its shareholders. If so, what buyback price should he recommend to the board? And if not, what other investment options should the company consider instead?

Harriett Green, the newly appointed CEO of Thomas Cook Group, faces a daunting set of business and financial challenges at the 171-year old UK travel services company. The company has lost almost £600 million in the last three-quarters; has seen its stock price fall from 230 pence to a low of 8.8p in the past two years; and had seen its bonds trade down to as little as 40% of face value. In just a few weeks the company's license to operate is to be reviewed by the United Kingdom's Civil Aviation Authority, competitors are publicly questioning the company's viability, and seasonal working capital needs are about to peak. With the company's very survival at stake, Green must devise a turnaround plan that will return the company to financial health. Any plan must address the company's high-cost structure, raise substantial new capital, fix the balance sheet, create a profitable growth strategy, and build a more effective organization and culture. But achieving all of these objectives within the short time available will be a major challenge.

In August 2011, Morgan Brothers Bank was issuing a $2.5 million reverse convertible note with payoffs linked to the price of Molycorp's common stock. These financially engineered securities were just one of many kinds of structured notes available in the retail market. Investors must decide whether the notes were fairly priced and whether they offered a favorable risk-return trade-off.

This technical note provides an overview of the senior housing industry in the United States. There were 40 million seniors in America in 2010, and that number was expected to double by 2050. Seniors would make up 1 in every five Americans. This note explores the living options available to this important and fast-growing demographic.

In 2014, Rick is serving as a trustee for a large family trust whose principle asset is a plot of prime real estate in the Upper East Side of Manhattan. The land is currently subject to a ground lease which pays $4.6 million annually, with resets every 20 years at 4.5% of the appraised value of the land. The next reset is in 2022, and in the meantime Rick must make a decision on whether it might be better for the trust's beneficiaries to sell the land early. If so, what price should he seek?