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Indian Oil Corporation Limited was a large public sector company operating in the downstream segment of the highly regulated oil and natural gas industry in India. It made large investments in the segment-specific assets in refining and distributing petroleum products. In fiscal year 2014/15, the annual turnover of Indian Oil Corporation Limited was ?4,507 billion (US$73.7 billion), and its net profit was ?52 billion. The strategic positioning of the company was heavily influenced by its social agenda and supported by the Indian government. After the liberalization of the Indian economy, the company was faced with serious competition from the private sector, and had limited access to the upstream segment. In 2015, Indian Oil Corporation Limited attempted to vertically integrate in order to become an integrated energy company. The senior management team evaluated the challenges and strategic choices available to Indian Oil Corporation Limited in terms of integration and exploration, brownfield investment in the petrochemicals sector, and modernization of refineries. The key question before the team was how to distribute Indian Oil Corporation Limited's resources among these three strategic choices.

In February 2016, the owner of Moonka Automobile was struggling with the strategic decision he needed to make to increase revenue and improve profitability. Moonka Automobile had been in business as a full-service, two-wheeler dealership for eight years in India, had a strong customer base, a good reputation, and a positive relationship with the manufacturer, Honda. But, competition was increasing and business growth was slowing. The owner identified various alternatives for growth, but given the changes taking place in the two-wheeler market, the owner’s limited resources, and his excellent relationship with Honda, he needed to make some difficult decisions.

Spin Master, a children’s toy and entertainment company, was getting ready for an initial public offering (IPO). Its founders were weighing their options with regard to some core issues: What was the right positioning for Spin Master with potential investors? What was the right approach to valuing the business? How did that approach translate into enterprise value, equity value, and share price for the IPO?

In June 2013, the senior vice-president of talent management of the Canadian Imperial Bank of Commerce (CIBC), recognized an organizational need at the bank. He realized that, to build a strong workforce, CIBC needed to move from simply filling diversity targets through recruitment to a focus on the development and advancement of a leadership talent pool. Towards that goal, he appointed the vice-president of executive talent management to lead a new diversity and inclusion department. CIBC had an even representation of women at an aggregate level, but the company wanted to improve the level of representation at the executive level. The vice-president of executive talent management conducted an internal and external analysis of gender diversity and inclusion in the financial sector. She then wondered how to continue the momentum by leveraging CIBC’s strong track record as a company committed to diversity, hoping to evolve the strategic focus on gender. She also wanted to determine which key leaders to engage and how best to secure their sponsorship.

新光鋼鐵為一物流公司，進口鋼鐵，內銷至台灣下游鋼鐵工廠，承受相當的外匯風險，本個案描述業者如何由其長年的經驗，制定新光鋼鐵的外匯避險策略，個案可讓讀者了解台灣的業者如何從事外匯避險。

On November 1, 2015, the four founders of Kaps Foods India Private Limited (Kaps) invited external business consultants to a business strategy meeting. The ice cream industry was moving toward the premium segment of the market, and Kaps was eager to move out of its stagnant phase. However, two of the four founders were skeptical about the acceptance of the Kaps brand in the higher-end market. They believed that the market would always consider Kaps a local brand, which was not ideal for moving into the premium market. Also, taking on the bigger players at the higher end of the ice cream segment would be a daunting task for the company. The four partners had a number of issues and options to ponder and discuss with consultants. Becoming a pioneer in the ice cream industry in the central Indian state of Chhattisgarh was a proud achievement for the team, but what new marketing considerations would be involved in entering the premium market?

In August 2015, an intern at Asante Teaching Hospital, a prestigious not-for-profit hospital in Johannesburg, South Africa, wanted to organize the cost data she had gathered from staff interviews into clear recommendations for the hospital's chief executive officer. Asante Teaching Hospital's maternity ward competitors had begun offering bundled pricing for natural births, and the intern wondered if Asante Teaching Hospital should do the same. In order to calculate the costs of the service, she planned to employ both activity-based and time-driven activity-based costing techniques. With this information, she could present the results of her analysis and recommendations for a pricing strategy.

Between 2012 and 2015, Viom Networks Limited (Viom), India’s largest independent telecommunications tower company, transformed its business from a position of near financial ruin to one of sustainable profitability. Viom’s journey demonstrated how suitable initiatives, supported by relevant leadership, can bring about remarkable improvement in a company. When American Tower Corporation (the world’s largest independent tower company) acquired a 51 per cent stake in Viom, it brought unexpected change. Further, the dynamism of the telecom industry presented challenges and opportunities that could bring about significant changes for the company into fiscal year 2016/17 and onwards. In its upcoming phases, Viom wanted to focus on predicting the next technological breakthrough and enabling growth ahead of the industry curve. How would Viom deal with these challenges?

In 2015, a global science and technology company’s Canadian national manager of channel markets is evaluating a potential change to the company’s distribution strategy for its innovative health care products to hospitals. The company currently relies on value-added resellers to distribute its products to Canadian hospitals. Recently, however, customers have been pressuring the company to ship products directly to hospitals, expecting that major cost savings could be achieved through a “direct distribution” model. The channel markets manager needs to assess the quantitative and qualitative issues related to direct distribution versus maintaining its current supply chain structure.

The chief financial officer (CFO) of Fuyao Glass Industry Group., Ltd. had to recommend dividend distributions prior to the company’s global initial public offering in Hong Kong. Fuyao was China’s largest automotive-glass manufacturer and the second-largest, most profitable, and fastest-growing automotive-glass manufacturer in the world. Controlled by its founder and largest minority shareholder, Mr. Cho Tak Wong, Fuyao was in the midst of substantial global expansion into the United States and Russia. The CFO had to project cash flows from operations, as well as substantial investment needs and the potential effects of the IPO, all while taking into consideration the effect of Fuyao’s dividends on existing and planned investors.

In 2014, an analyst with a leading investment company wanted to evaluate the financial performance of a kitchen appliances company, TTK Prestige Ltd., headquartered in Bangalore, India. To accomplish this task, the analyst decided to use the economic value added (EVA)-based performance measure, which accorded importance to value creation by management for its shareholders. Recently, there had been a shift away from traditional approaches of measuring shareholder value creation (e.g., earning capitalization and present value of estimated cash flow) towards more value-added approaches like EVA, which offered a more effective method for evaluating financial performance.

In September 2014, a real estate and procurement expert was preparing his notes for an upcoming strategic meeting with the management team of the Regional Council of Lombardy (RCL), the governing body of one of the 20 regions in Italy. The RCL wanted to analyze the procurement process for two of its most important projects: the construction of Ospedale Papa Giovanni XXIII, a new cutting-edge, high-technology public hospital; and the construction of the hospital’s surrounding parking area. During the construction of the hospital, a number of scope changes had been introduced and a major issue emerged. Construction had concluded at the end of 2012—€156 million over budget. The surrounding parking area was also subject to some issues, but with relatively minor economic and reputational impacts. Two years after the end of construction, the RCL was performing post-project reviews with the intent of improving future project procurement performance.

In 2016, the founder and sole owner of Mobiado, a Canadian line of luxury mobile phones, was evaluating his company’s marketing strategy. Proud of what he had achieved and passionate about his role as designer of one of the most unique and distinctive product lines in the category, he reflected on how he might need to adjust his company’s strategies to fit current trends and to remain competitive. Could the Mobiado product line continue to succeed by offering exclusive precision-engineered mobile instruments without the latest smartphone features? Would the new breed of luxury consumers continue to value form over function?

In May 2015, the chief executive officer (CEO) of a small social enterprise was trying to decide how to expand its business. Textbooks for Change collected used texts from universities and supported African entrepreneurs and universities by donating text sales proceeds or through the distribution of donated materials to deserving schools. The CEO was considering expanding the business to collect textbooks from universities outside its region, and wanted to assess the potential financial viability of three targeted universities.

By September 2015, Deep Roots Distillery (DRD) had been operating for 22 months. While starting up had taken a little longer than originally estimated, material progress was now evident. By November 2015, the company expected to have six of its products (either spirits or liqueurs) available in the Prince Edward Island liquor store outlets. However, numerous questions remained for DRD’s owner and his small, family-run business. Given capital and resource constraints, how could DRD grow into a competitive business? How should time be allocated between research and development, production, marketing, and administration? Would the start-up’s current product/market strategy allow it to achieve its goals? If not, which expansion route should DRD take?

Started in 2000, GiveIndia is a web-based donation platform headquartered in Mumbai, India. It uses online tools and social media to engage with donors and encourage donations to be made to various non-governmental organizations. GiveIndia’s chief executive officer wants to develop a strategic approach for social media communication, which is gaining greater acceptance in India. As part of its online initiatives, GiveIndia has been running a search engine marketing program with Google Grants. The chief executive officer wants to optimize the program by using the right metrics. He is also interested in applying the concept of customer lifetime value to manage the donations. GiveIndia is already present on popular social media websites such as Facebook, YouTube, LinkedIn, and Twitter, but how can the company hone its strategic focus on each of these websites?

In 2015, an ancillary client of a leading investment bank based in New Delhi, was looking to increase revenues from the two-wheeler and four-wheeler vehicle segments by acquiring customers that were original equipment manufacturers. A financial analyst was assigned the task of evaluating the options and identifying the right target to acquire for the client. The analyst used comparable company analysis and comparable transaction analysis, as well as valuation ratios (enterprise value-to-sales; enterprise value-to-earnings before interest, tax, depreciation, and amortization; and price-to-earnings per share) to arrive at Talbros Automotive Components Limited as the best target for the client. For comparable company analysis, the analyst also compiled a list of four publicly traded firms that were similar to Talbros Automotive Components Limited. The analyst needed to arrive at the final valuation range by combining the results of both techniques (i.e., comparable company analysis and comparable transaction analysis), which could be achieved by using a football field analysis.

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 9B16N034.

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.