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The High-Impact Wealth Management case series is a portfolio of cases that are built around the high-impact theme. Each case in the series can stand on its own to deliver a unique learning objective; but, taken together, the cases are designed to cover all seven topics covered in the list of “common-cents” strategies.

The High-Impact Wealth Management case series is a portfolio of cases that are built around the high-impact theme. Each case in the series can stand on its own to deliver a unique learning objective; but, taken together, the cases are designed to cover all seven topics covered in the list of “common-cents” strategies.<br><br>Also refer to 9B16N031.

The High-Impact Wealth Management case series is a portfolio of cases that are built around the high-impact theme. Each case in the series can stand on its own to deliver a unique learning objective; but, taken together, the cases are designed to cover all seven topics covered in the list of “common-cents” strategies.

Student spreadsheet for case W16497.

An angel investor had invested seed capital in a start-up company that aggregated and sold value-added services for mobile telecommunications in India. The company had done well since its inception in 2009, but the revenue growth figures reported for 2014 were concerning. According to the performance report, the start-up had grown 12 per cent in 2014-less than half of the estimated industry revenue growth figure for mobile value-added services. The investor wondered if his investment was profitable despite the negative cash flows and significant lifetime company losses incurred during the first three years of operation. Should the investor stay invested with, or divest from, the start-up? What would the company's exit value be?

Spreadsheet supplement for case 615031.

With interest rates near all-time lows in late 2015, Stanley Cirano knew it was an opportune time to consider the financing on his portfolio of commercial real estate. Cirano Properties was the general partner on three separate private equity investments of retail shopping centers in suburban Chicago. The first, Brookline Road Shopping Center, had been acquired in 2006 and had been managed through the financial crisis and real estate downturn. The property was performing well and Cirano wondered whether it made sense to refinance or sell. The second property, Columbus Festival Plaza, had been acquired in a 2010 bankruptcy auction. Although the property had needed a good amount of capital improvements, Cirano was proud of the growth in net operating income he had been able to generate. The final property, Deerwood Acres, had been developed by Cirano himself after acquiring the property in 2013 from the previous owner, who had been operating a go-cart track and drive-in theater on the land. Cirano expected great things from the property, though his lease-up had been slower than anticipated. Although the three properties had different levels of performance and presented different management issues, they all shared the fact that they were all significantly financed, in part, with debt. As the properties were acquired at different times, Cirano had simply selected what seemed like reasonable financing at the time. With his concern that interest rates would soon be rising, Cirano thought it made sense to take a holistic view of his portfolio, consider what debt options were available to him, and make a sound strategic decision on the financing of all his assets at the same time.

First appearing in China, physical platform crowdfunding is based on the basic formula used online by fundraising sites like Kickstarter, which is a symbiotic system between innovators, platforms, and investors. However, the new model combines these elements in a novel way in conjunction with the Internet and a physical business establishment, such as a café. In October 2013, 100 former students of Peking University formed the 1898 Café, the first crowdfunding café of its kind. It was established to serve the university’s entrepreneur alumni community and to stimulate the university’s entrepreneurial spirit. One of the most revolutionary features of the physical platform model is the concept of investors being members of the establishment, with each investor being a shareholder. The physical platform model emphasizes the equality of shareholders and takes advantage of the human desire to self-organize and self-manage. In this model, a physical establishment is the platform through which investors (shareholders) are sought and selected. That is, the platform, with a pre-specified focus, finds the investors—not the other way around. The second major difference is that the model is not simply about accumulating funds. The blending of investors, operators, and consumers in the business may have numerous applications beyond crowdfunding. Merging three traditionally separate business factions and pooling resources among them makes it possible to efficiently generate business results and do big things with little money. This model could prove revolutionary for existing businesses and industries looking for a different way to operate. A company that adopts it could drastically reduce its start-up risks and better ensure survival beyond the initial self-funded period.

Bank of Baroda was the second-largest commercial bank in India, but it was struggling with a decline in profits and an increase in non-performing assets. Only a week before the new chief executive officer's term commenced, Bank of Baroda was in the news due to reports of fraud occurring at the bank's Ahmedabad and New Delhi operations. The frauds involved bill discounting schemes and money laundering. The bank's violations of its "know your client" and anti-money laundering standards raised concerns about its risk management practices-or lack of such practices. The new chief executive officer was only the second executive from the private sector to head a public sector bank. He needed to prove his value in the world of public sector banking by managing the crisis, implementing a strategy to stabilize the bank's financial health, and preventing a recurrence of the problems.

In 2011, Songy Partners, an Atlanta-based real estate developer, was facing three distressed investments within their portfolio each with distinct sets of challenges. Having weathered a myriad of issues during the global financial crisis that included operational shortfalls, failed partnerships, bankruptcies, lender consolidations, lagging tenant demand, low investment liquidity, and pending loan maturities, Songy needed a path forward for these three assets. Songy's lenders were threatening to foreclose on all three properties and also call on corporate guarantees. The case addresses Songy's decisions leading up to and during the crisis. Which of the firm's challenges might have been avoidable? Did the company have any leverage with its creditors? What tactics might the company employ to save its properties? Within this context, what are Songy's responsibilities to his investors?

Kumar Builders KUL was finally nearing completion on the four luxury condominium towers that comprised the first phase of its bold vision for the redevelopment of more than 70-acres of prime real estate in downtown Pune, India. The Nirvana Hills development also involved working with the Slum Redevelopment Authority to relocate and build on the site homes in towers for at least 20,000 slum dwellers and restoring much of the site to green space. At the request of Chairman Lalitkumar Jain, KUL's project team had assembled to discuss planning for Phase II, a massive mixed-use scheme of more than 7.2 million square feet of market rate residential and commercial development. Kruti Jain, the 28 year old daughter of Lalitkumar and CEO of KUL, and her team must weigh many decisions including the appropriate mix of uses for Phase II, determine the proper phasing, assess a potential partnership, and manage relationships with the slum community benefiting from the development.

Based on client meetings, this case profiles a situation in 2014 where pension plan members are struggling to make decisions due to inappropriate account reporting. A sense of urgency permeates the case. The husband’s pension account has recovered much of the value he lost in 2007, but he is concerned that another loss could occur, at a point in his life where he will not have time to recover. Two themes are addressed through a discussion involving a couple and their financial planner: the first considers the differences between defined benefit and defined contribution pension plans, while the second considers appropriate performance reporting for pension plan members.

Spreadsheet supplement for case 215007.

Genentech, long the darling of the biotechnology industry, was acquired by Swiss pharmaceutical company Roche in 2009. The combined company retains the name Genentech in the US, but must now move to achieve the promises made at the time of this merger-to build from made Genentech great. One of the key tasks for Genentech CEO Ian Clark and CFO Ashraf Hanna was to implement a new portfolio management process for the combined entity. This case explores the goals of the portfolio management process, and allows students to actively participate in the portfolio management exercise. The case includes cost and income projections for 12 products that need to be reviewed and approved.

The protagonist, Jasper Wang, was originally from China, but had extensive risk management experience in overseas banks. With rapid Chinese economic growth, he was eager to return to China for the right opportunity, and was persuaded by the CEO of a domestic Chinese investment bank to head their Risk Management function. His remit was to introduce "international standards" in risk measurement and management to the firm. After the initial "honeymoon" period, he began to encounter more and more resistance from his colleagues at the trading desk, expressing skepticism for the new "Value at Risk" based market risk control framework he wants to set up. He must decide how he will push a more quantitative risk and control framework within the organization in the face of domain issues, dismissal of risk management measures used outside of China, and basic cultural differences about how things may get done within a domestic firm.

Data Sheet for ST34.

On January 21, 2015, a trading halt was placed on the shares of Keppel Corporation (Keppel Corp) and Keppel Land Limited (Keppel Land). On January 23, 2015, Keppel Corp announced an offer to take its subsidiary, Keppel Land, private. At the time of the offer, Keppel Corp already owned 54.6 per cent of Keppel Land. The buyout offer used a two-tier pricing approach with a higher price paid if Keppel Corp acquired a threshold number of shares. Keppel Corp would have the right to receive any distribution that might be declared, paid, or made by Keppel Land on or after the purchase date. The offer was scheduled to close on March 12, 2015. On February 2, 2015, Keppel Land appointed KPMG Corporate Finance Pte. Ltd. as the financial adviser to the independent company directors regarding the offer. Minority shareholders of Keppel Land were interested in evaluating Keppel Corp’s offer and examining its motivations. This would require that they compute the premium and net present value of the company, as well as analyze the revenue and cost synergies of the buyout.