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Aurelia Dimas had been sent to investigate the various properties being offered by the State of California in the form of a sale-leaseback agreement. The opportunity was perfect for her firm, Orrington Financial Partners, which had recently expanded its fixed-income portfolio to include real estate. The wide range of offerings in the Golden State Portfolio provided both diversification and stability over a period of decades. She had spent the last week walking the halls of each and every building to see the offering first hand. Now the task of valuing the portfolio rested on her shoulders.

A final year student of a business school estimated the net present value (NPV) of his proposed business plan using three different methods and encountered different valuation results. He approached the professor who had taught him valuation concepts in a finance course and wanted to know the reasons for the difference.

The winter of 2009 posed challenges to Cengage Learning, a highly levered provider of textbooks and professional materials that had been carved out of Thomson-Reuters through a 2007 LBO. The recession had not only weakened its pricing power, but its benchmark bonds had plunged to a level that in ordinary years would indicate a distressed value. Yet paired with these difficulties came an opportunity to reduce debt amid dislocations in the high yield and leveraged loan markets. In this case students study materials such as Cengage's capital structure and debt recovery analysis to create a pitchbook recommending whether the company should pursue debt repurchases, a debt-for-debt exchange, or maintain its current position.

In May 2011, Chairman Chen Yuan of the China Development Bank (CDB) was thinking back on CDB's financing of a major project between Petroleo Brasileiro SA (Petrobras), Brazil's state-owned oil and gas producer and China Petroleum & Chemical Corporation (Sinopec), one of China's largest oil companies. Signed two years earlier, the deal was an oil-for-loan agreement in which Petrobras committed to a 10-year oil supply to Sinopec in exchange for a $10 billion loan from CDB. The case study describes the deal and its importance to both countries. The case also discusses CDB's evolution from a policy bank to more of a commercial enterprise.

Spreadsheet Supplement for case UV2559.

The president of Zeus Strategic Investments Inc. was reviewing an acquisition opportunity related to a spin-off of a division of Maxim Automotive. This opportunity was exactly the type of thing that excited the president — a non-strategic business unit within a large industrial organization that faced significant challenges in forming into a standalone business. The president felt that it provided an excellent opportunity to create significant value in a very short period of time with a very small amount of equity. <br><br>He was particularly concerned about getting a clear grasp on the historical and projected financial statements provided by Maxim. Historical financial information would need to be extracted from the Maxim corporate records and adjusted to reflect the anticipated transaction, including removing some corporate allocations and reflecting the potential additional costs of operating the business on a standalone basis. The president was also concerned about the accounting for liabilities and potential liabilities in the division statements, as most often these liabilities were carried at the corporate level, rather than at the division level.

The owner and CEO of Adaptive Engineering was facing an important decision: should he focus on rebuilding its core professional services business which had generated significant revenue and cash flow over the past several years, or should he focus on developing and marketing licensed software which had been under development for several years but had yet to become profitable.

A publicly traded mining company has an opportunity to develop a mine containing gold, cobalt, and bismuth in Canada’s Northwest Territories and must determine the financial viability of doing so. In order to gauge the attractiveness of the project, the company needs to evaluate the net present value of the opportunity, given volatile and uncertain variables, such as commodity prices and foreign exchange rates. The company must also consider a number of qualitative considerations that may affect the project, such as relations with First Nations communities.

This case depicts a financial analyst trying to make sense of Starbucks’ finances and drawing from recent projects of the IASB and FASB to identify lease accounting as a key issue for the firm. The case underscores the importance of having a full picture of a company’s obligations in order to understand its overall performance.<br><br> In reviewing the case, students examine Starbucks’ extensive use of leases and use spreadsheet tools to understand the full extent of the corporation’s indebtedness. Although heavy users of leases such as Starbucks have argued that lease accounting is complex, an estimation of lease indebtedness can be made using relatively simple tools that are easy for students to understand. The case allows issues of high-level accounting standards to be elucidated, using a well-known company with which students identify. The case illustrates the real-world consequences of accounting policy choices.

Lind Equipment failed to meet its loan covenants with its senior bank lender in the summer of 2008, just six months after it was acquired. While the senior bank debt comprised only 6% of the capital used in the acquisition and was fully secured, it exercised its right to stop payments to Lind's subordinated lender that funded about 40% of the acquisition, pushing that debt into default as well. These financial problems were the result of declining revenues and profits at Lind as exchange rates and the impact of the Great Recession took its toll on the firm. Without a quick solution, Lind could be pushed into bankruptcy.

A follow up for Ben & Jerry's Homemade (UVA-F-1364), this case is suitable for MBA, EMBA, and GEMBA programs, and could work as a stand-alone undergraduate introduction to corporate finance and M&A or an introductory strategy class on M&A or post-merger integration. Did the Unilever/Ben & Jerry's merger yield both firms' fundamental objectives? What did the market think? What did each get from the deal? What can students tell about where future value will lay? The case allows students to discuss post-merger integration issues and what makes for a successful merger. The case requires little or no calculations.

The case deals with analyzing the key drivers of foreign direct investment (FDI) of U.S., Japanese, and European multinational financial services and other service providers investing in the Middle East. In this case, the focus is on investing in Riyadh, Saudi Arabia, and Dubai, United Arab Emirates. A sample of the foreign companies is interviewed to determine the key factors in their decision process, why they selected the form of operation they did, and what their business model is. The case is in three sections: the first shows how laws, requirements, and regulations have changed and become more receptive to foreign investment in recent years-this is done by comparing several business environmental characteristic indices and their change over time. The second section examines the exchange arrangements and framework for financial and capital transactions in the countries. The third section examines the experiences of several multinational companies in the financial services sector that have invested in the region.

The controller of a publicly traded mining company must make a series of recommendations to the chief executive officer and chief financial officer of the company as it prepares to adopt international financial reporting standards (IFRS). Major decisions revolve around accounting for the company’s fixed assets and mining properties — specifically, whether to capitalize or expense certain items, whether to record certain assets at their values of historical costs, the company’s depreciation policy, and other issues around impairments of capital assets. The controller also considers the recent International Accounting Standards Board (IASB) discussion paper on accounting for extractive resources and its possible implications to the company in the future.

The managing director at a major investment bank is preparing his team for a visit to Lululemon Athletica, a yoga-inspired athletic apparel company. The investment bank has been following Lululemon’s development over the past few years and is impressed by the company’s unique positioning and rapid growth. The bank believes that there is a window of opportunity for Lululemon’s founder and private equity investors to either undertake an initial public offering or raise debt to fund Lululemon’s U.S. expansion.

The founder of a U.S. provider of geographic information system services focused on sustainability must decide whether to open a Canadian facility. The facility would be in operation for five years and enough information is provided for a detailed cross-border capital budgeting analysis. In addition to introducing foreign currency issues, the case provides exposure to subscription-based revenue streams and discussion of relevant costs.

The managing director at a major investment bank is preparing his team for a visit to Lululemon Athletica. The investment bank has been following Lululemon's development over the past few years and has dealt with the company. It believes that there is a window of opportunity for Lululemon's founder and private equity investors to either undertake an IPO or raise debt to fund Lululemon's U.S. expansion.

On April 11, 2011, the merger between Canadian Satellite Radio Holdings Inc. (the parent company of XM Canada) and SIRIUS Canada Inc. received the approval of CRTC (Canadian Radio-television and Telecommunications Commission). This was the last obstacle standing in the way of the president and CEO of the new organization. The president had had plenty of time to prepare for this merger since it was first announced in November of 2010. However, with only a few months before the implementation plan was to go into place, the president was once more reviewing the proposal that he had prepared. The merger of XM Canada and SIRIUS Canada was not going to be easy. Both organizations had been fierce competitors, but it was clear that their survival was dependant on a successful merger. The president’s plan had to consider the make-up of the management team, the consolidated marketing strategy, operations and information systems integration, and how all of this was to be financed.

Excel spreadsheet for students.