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The chief executive officer of a chemical company supplying cleaning and hygiene products is preparing a bid worth $3 million in new business. Students are asked to analyze the industry, construct and interpret a statement of cash flows, calculate and interpret financial ratios, perform a differential analysis, project a cash budget, calculate sales breakeven and project a statement of earnings and a balance sheet.

The founders of BarKar, an investment company, are considering whether to invest in Harley-Davidson Inc. BarKar is a value-oriented investment company in Vancouver, B.C., Canada that specializes in identifying and investing in companies trading at more than a one-third discount to their intrinsic value. In order to reach a decision, the founders have to look at the financials and carry out a strategic analysis to determine the intrinsic value of this stock.

The chief executive officer of a chemical company supplying cleaning and hygiene products is preparing a bid worth $3 million in new business. Students are asked to analyze the industry, construct and interpret a statement of cash flows, calculate and interpret financial ratios, perform a differential analysis, project a cash budget, calculate sales breakeven and project a statement of earnings and a balance sheet.

By 2008, a number of the firm's early cleantech investments were showing promise, and the companies were starting to need significantly more money to create the massive scale required in the energy sector. As Khosla thought about the hundreds of millions of dollars required by his portfolio companies, he wondered how he should position his firm at this stage of development. Should Khosla develop a new fund that focused on later-stage investments? Should he seek investments from large industry players such as the major oil companies? Should he try raising money from the managers of the sovereign funds in countries such as Singapore, Kuwait and China? How should the firm work with its strategic partners? Khosla knew that lining up enough later stage funding would be challenging, as the cleantech industry was still unproven for investors. Nevertheless, he was determined to continue his pattern of making bold investments in this emerging field.

Anna Amphlett, a financial analyst at Textron Corporation, has been asked by the controller to benchmark the company's recent financial performance against competitors in the aerospace and defense industry. Top management plans to assess the performance of the company's supply chain and its future working capital requirements. Textron experienced impressive stock price growth in the last five years, but top management is particularly interested in understanding the company's sizeable investments in net working capital over the same period. In benchmarking Textron's performance, Amphlett must also consider what to do about accounting method differences across companies in the aerospace and defense industry, since they may have a significant effect on the interpretation of differences in reported performance.

Spreadsheet Supplement for case 209056.

The note examines the role of credit rating agencies in capital markets, with emphasis on the role of these agencies in the recent credit crisis and recommendations for change.

This case examines the April 2007 decision of British music company EMI to suspend its annual dividend as the company struggled to respond to the effect of digital audio distribution on its core business. The EMI case is intended to serve as an engaging introduction to corporate financial policy and themes in managing the right side of the balance sheet. The case contrasts EMI's storied success with artists such as the Beatles, the Beach Boys, Pink Floyd, and Norah Jones with its recent inability to succeed in financial markets. In light of takeover threats and restructuring costs, EMI's CFO Martin Stewart must recommend EMI's dividend policy.

This case examines the question of financial leverage at California Pizza Kitchen (CPK) in July 2007. With a highly profitable business and an aversion to debt, CPK management is considering a debt-financed stock buyback program. The case is intended to provide an introduction to the Modigliani and Miller capital structure irrelevance propositions and the concept of debt tax shields. With the background of a pizza company, the case provides an engaging context to discuss the "pizza graphs" that are commonly used in corporate finance curriculum to illustrate the wealth effects of capital structure decisions.

Spreadsheet for case UV1203

The authors show that the evaluation of financial statements and the subsequent judgment of whether or not to invest in a company is fraught with emotions, heuristics and physiological responses. They describe three particular aspects of financial statements that have been proven to affect the reader's view of a firm, and show that the judgment of whether or not to invest in a firm is far from the cold-and-calculated process that it has always been imagined (and taught) to be.

In this interview, Rotman Capital Markets Institute Director Paul Halpern discusses the state of Canadian capital markets, the current challenges they face, and what to expect as we move forward. Along the way he touches on dual-class shares, the 'rules-based approach' vs. the principles-based approach, and areas where Canada can attempt to build competitive advantage versus other small global capital markets.

In this article, the authors -- both of McKinsey & Company -- propose a bold idea: that organizations everywhere should completely redesign their internal financial performance measurements for the digital age. The time has come, they argue, for organizations to take measure of the real engines of wealth creation in the 21st century: the knowledge, relationships, reputations and other 'intangibles' created by talented people. Companies create wealth by converting these raw intangibles into the institutional skills, patents, brands, software, customer bases, intellectual capital and networks that increase profits per employee and returns on invested capital. The authors show how intangibles are true 'capital' in the sense that they produce real cash returns, and how a firm can get started in changing its systems to reflect the realities of modern wealth creation. The article is an excerpt from the authors' book, Mobilizing Minds: Creating Wealth from Talent in the 21st Century Organization (McGraw-Hill, 2007).

From giant pension funds to small retail investors, capital has increasingly lost its patience with talent, whether it be CEOs, fund managers, lawyers, investment bankers, athletes or actors. The fact is, capital is no longer the undisputed 'scarce resource' of the economy, and accordingly, its power over talent will continue to dramatically wane. Talent, meanwhile, is busy 'flexing its muscles' in a wide variety of industries, demanding huge paybacks. The author describes four tactics that talent can use to benefit from this scenario, and while It will not be a pleasant time for capital in the near term, he describes four defenses that capital can use to protect itself from greedy talent.

This case describes a decision confronting the founder of Nantero, a company developing a new semiconductor technology. The company needs to raise additional venture capital. Potential investors have competing visions for the company, and its business model. Some investors want the company to license its technology to semiconductor companies. Others want the company to become a "lableless" semiconductor company producing and selling its own products. The question for the team at Nantero is, what model makes sense and which investor offers the most attractive terms?

In May of 2008, a team of sovereign debt analysts at Moody's had to decide whether to downgrade the country's sovereign long-term debt from Aaa to Aa1 or lower. Investor sentiment toward Iceland had changed radically in March, and the Moody's team was fearful that the situation could spiral out of control. The Moody's team knew that carry traders increased Iceland's vulnerability to a confidence crisis because they were quick to liquidate their holdings at the first sign of distress. The plunge in the Icelandic Krona since the beginning of 2008 also forced the Icelandic people to confront a decision: would joining the European Union (EU) protect Iceland from capricious swings in investor sentiment? What, if anything, should Iceland do to avoid a future crisis?

In May of 2008, a team of sovereign debt analysts at Moody's had to decide whether to downgrade the country's sovereign long-term debt from Aaa to Aa1 or lower. Investor sentiment toward Iceland had changed radically in March, and the Moody's team was fearful that the situation could spiral out of control. The Moody's team knew that carry traders increased Iceland's vulnerability to a confidence crisis because they were quick to liquidate their holdings at the first sign of distress. The plunge in the Icelandic Krona since the beginning of 2008 also forced the Icelandic people to confront a decision: would joining the European Union (EU) protect Iceland from capricious swings in investor sentiment? What, if anything, should Iceland do to avoid a future crisis?

Spreadsheet supplement for case UV1192.

Spreadsheet Supplement for case 709411

Spreadsheet Supplement for 209004