個案總覽

Spreadsheet Supplement for case 205059

Petrolink's business plan looks like a winner. At present, the only available pipeline for operators in the Baltic Sea's newly developed Helmark gas field is owned and operated by the Russian oil and gas company Gazprom. Petrolink's founders believe that the company that opens a new pipeline should find ready customers among the field's numerous independent producers. The Petrolink team has been talking with two potential investors. After six weeks of due diligence, London Development Partners--a large, well-established venture capital firm with no experience in the gas business--offers a relatively small early round of investment without any tangible commitments to future rounds, far from what the team had hoped for. Polish venture capital firm BRX Capital has been in business fewer than five years, but it has already made investments in the Eastern European oil and gas industry. BRX agrees to the capital structure that Petrolink proposes, and to invest both the first- and second-round equity amounts. One of the start-up's main objectives has been to ensure that no one investor has too much clout, so the BRX arrangement suits them. But now that a four million eurodollar check is on the table, there's been an apparent breach of trust by the Polish VC. Petrolink's founders discover that an agreed-upon provision covering ownership dilution has been changed. Should they take BRX's money or go elsewhere? In R0411A and R0411Z, George Brenkert of Georgetown University; Sonia Lo of Chalsys Partners; William Sahlman of Harvard Business School; and Charalambos Vlachoutsicos, adviser to 7L Capital Partners Emerging Europe, comment on this fictional case.

Petrolink's business plan looks like a winner. At present, the only available pipeline for operators in the Baltic Sea's newly developed Helmark gas field is owned and operated by the Russian oil and gas company Gazprom. Petrolink's founders believe that the company that opens a new pipeline should find ready customers among the field's numerous independent producers. The Petrolink team has been talking with two potential investors. After six weeks of due diligence, London Development Partners--a large, well-established venture capital firm with no experience in the gas business--offers a relatively small early round of investment without any tangible commitments to future rounds, far from what the team had hoped for. Polish venture capital firm BRX Capital has been in business fewer than five years, but it has already made investments in the Eastern European oil and gas industry. BRX agrees to the capital structure that Petrolink proposes, and to invest both the first- and second-round equity amounts. One of the start-up's main objectives has been to ensure that no one investor has too much clout, so the BRX arrangement suits them. But now that a four million eurodollar check is on the table, there's been an apparent breach of trust by the Polish VC. Petrolink's founders discover that an agreed-upon provision covering ownership dilution has been changed. Should they take BRX's money or go elsewhere? Commenting on this fictional case study in R0411A and R0411Z are George Brenkert of Georgetown University; Sonia Lo of Chalsys Partners; William Sahlman of Harvard Business School; and Charalambos Vlachoutsicos, adviser to 7L Capital Partners Emerging Europe.

Petrolink's business plan looks like a winner. At present, the only available pipeline for operators in the Baltic Sea's newly developed Helmark gas field is owned and operated by the Russian oil and gas company Gazprom. Petrolink's founders believe that the company that opens a new pipeline should find ready customers among the field's numerous independent producers. The Petrolink team has been talking with two potential investors. After six weeks of due diligence, London Development Partners--a large, well-established venture capital firm with no experience in the gas business--offers a relatively small early round of investment without any tangible commitments to future rounds, far from what the team had hoped for. Polish venture capital firm BRX Capital has been in business fewer than five years, but it has already made investments in the Eastern European oil and gas industry. BRX agrees to the capital structure that Petrolink proposes, and to invest both the first- and second-round equity amounts. One of the start-up's main objectives has been to ensure that no one investor has too much clout, so the BRX arrangement suits them. But now that a four million eurodollar check is on the table, there's been an apparent breach of trust by the Polish VC. Petrolink's founders discover that an agreed-upon provision covering ownership dilution has been changed. Should they take BRX's money or go elsewhere? Commenting on this fictional case study in R0411A and R0411Z are George Brenkert of Georgetown University; Sonia Lo of Chalsys Partners; William Sahlman of Harvard Business School; and Charalambos Vlachoutsicos, adviser to 7L Capital Partners Emerging Europe.

Examines the early-stage venture capital industry in India in 2004. Focuses on technology-based, early-stage venture capital, as opposed to private equity-type investments. Using the past success of Draper International Fund as background, briefly visits the history and evolution of venture capital in India and current market opportunities. Next, presents a basic framework for examining a venture capital ecosystem, and analyzes the promise of the Indian venture capital market in its context. The emergence of a strong Indo-U.S. corridor is also highlighted, and comparisons are made with Silicon Valley, California, and Israel.

L. Gordon Crovitz of Dow Jones describes how his company and Reuters successfully launched Factiva.

Spreadsheet Supplement for case 205019

Dr. Richard Planter, a dentist, asks his financial adviser, Michael Saris, to review an offering memorandum for a new, private real estate investment trust. After reviewing the documents, Saris needs to develop an analytical framework and provide concrete advice regarding the investment.

Provides information on the foreign exchange market and exchange rate movements. Describes the different types of foreign exchange transactions, including spot transactions, forwards, swaps, futures, and options. Includes worked examples to help students understand the different instruments and an appendix with additional exercises. A rewritten version of an earlier note.

Solutions to exercises in (9-205-016).

Spreadsheet supplement for case 205016.

The hedge fund industry has been in existence for several decades. However, it is still considered as an alternative investment and it is not well understood by many investors. This note provides a background description of hedge funds as well as illustrations of some of the various strategies that are employed by hedge funds managers including relative value, event-driven, and directional strategies.

This note discusses how some of the most financially sophisticated companies and financial advisors estimate the cost of equity capital. It focuses on areas where finance theory is silent or ambiguous and practitioners are left to their own devices. Survey evidence shows that the Capital Asset Pricing Model (CAPM) is the most widely used model. The note discusses methods companies use to estimate the three key elements needed to apply the CAPM: a proxy for the risk-free rate, an estimate of beta, and an equity-market risk premium. The note is useful for students attempting to apply the Capital Asset Pricing Model.

This case explores the use of EVA--economic value added--methodology at Asahi Glass. EVA is among the changes initiated by the CEO aimed at transforming Asahi Glass from a traditional Japanese company to a global firm. Other changes included a corporate reorganization into worldwide business groups, the appointment of non-Japanese managers to key positions, and corporate governance reforms. The EVA methodology was introduced to improve resource allocation across Asahi's numerous businesses around the world and to evaluate the managerial performance of top executives. It examines how the company calculated EVA and, in particular, how it calculated the weighted average cost of capital for its different businesses in different countries. Is Asahi Glass gaining benefits from the EVA methodology, and does it contribute to the transformation of Asahi Glass into a truly international firm?

Case A: To extract cheap volatility in Duke Energy convertible bonds, Mark Punt, a convertible arbitrageur at KBC AIM, purchases the bonds and delta hedges them with a short position in the company's shares. To manage the credit risk of his long convertible bond position, Mark faces a choice of hedging with CDS, shares of the company or out-of-the-money puts on the company's stock. Key to his hedging strategy is an understanding of the observed negative correlation between credit spreads and share prices for Duke Energy.

Case B: Based on a Merton-type structural model of credit risk, Steve Dash, a trader at KBC AIM, perceives that British Airways'CDS are mispriced relative to the company's share price. Steve has to figure out which trades to put on to exploit the potential mispricing and what the main profit drivers of this strategy are. At the same time, he needs to be aware of the risks of his strategy and whether the "mispricing" could be attributable to factors that his capital structure arbitrage model isn't able to capture.

HSBC is one of the largest and most global financial institutions in the world. The company has identified Bital, Mexico's fourth largest bank, as a potential acquisition target. Negotiations have come down to the wire, and the controlling Mexican shareholders are trying to get HSBC to raise its offer. Is it worth it? HSBC must decide on both strategic and short-term financial criteria under some degree of uncertainty as illuminated by a due diligence process. The HSBC executive who has handled the acquisition at a local level, and would be chief executive officer of HSBC Mexico should the deal go ahead, is assessing the pros and cons of the acquisition and must also identify the priorities which he and his team would have to address, including culture change issues, re-branding Bital as HSBC Mexico, personnel issues and maintaining the continuity of the business.

Abstract to follow.