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Asahi India Glass Limited: Leverage, A Double-edged Sword
Sanjay Dhamija; David J. SharpCase IVEY-9B15N018-EEntrepreneurship, Finance, StrategyAsahi India Glass Limited faces a situation encountered by many growing companies after having funded its diversification from retained earnings and debt, both in rupees and foreign currency. An over-reliance on borrowed funds without a matching infusion of equity has plunged the company into losses. To reduce its need for financial leverage, the company has issued equity shares on a rights basis, which has helped but is insufficient to reduce it...Starting at €8.20
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Essar Energy: Indian GAAP, U.S. GAAP or IFRS (B)
David J. Sharp; Sudershan Kuntluru; Paritosh Basu; Sanjay ChauhanCase IVEY-9B13B015-EAccounting and Control, StrategyThis is a supplement to 9B13B014.Starting at €5.74
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Jiemo Net: How to Position a Profit Model
Miao Cui; Yupan Guo; Yan Zhao; Sitara Aziz; Tuo Li; Xin LiCase IVEY-9B17M021-EEntrepreneurship, StrategyJiemo.net (Jiemo), an Internet-based study-abroad consultant agency headquartered in Dalian, China, began in 2010 by providing application support to customers who wished to apply to study abroad. In 2014, the company discovered that profit existed in providing services to students once they had been accepted to study abroad. Jiemo changed its traditional pricing model, used social media marketing, and collaborated with other agencies to establis...Starting at €8.20
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Revenue Recognition for a Services Contract
Pratibha Wasan; David J. SharpCase IVEY-9B15B005-EAccounting and Control, StrategyOn November 25, 2012, the head of Revenue Recognition at ESol Limited (ESol) India was preparing for a meeting with the company’s sales team at the head office in Bangalore. ESol Limited was a large, U.S.-based multinational information technology corporation, which had moved into India in 2000. Since then, its management had insisted on the need for close monitoring of accounting procedures in strict adherence to Generally Accepted Accounting Pr...Starting at €8.20
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Supply Chain Collaboration at JD.com
Yinan Qi; Paul W. Beamish; Xin Li; Ke GongCase IVEY-9B21D009-EService and Operations Management, StrategyAt the November 2019 Open Day conference, the vice-president of JD.com shared his understanding of the role that supplier collaboration played in an uncertain environment. Through 15 years of fast growth, JD.com had become the largest business-to-consumer platform in China with more than 30,000 suppliers. Using a boundless retail strategy, JD.com had to build a seamless channel from supplier to customer, which required a close look at how to coll...Starting at €8.20
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Hisense: Breaking Recurring Channel Conflict
Miao Cui; Xin Li; Heng Wu; Wanling LiCase IVEY-W26698-EMarketing, StrategyHisense Group Co. Ltd. (Hisense) was a leading manufacturing enterprise in the Chinese household appliance industry. In 2010, Hisense began to lay out its online channels. At that time, the same products had different prices in different channels, which caused fierce channel conflicts. To solve this problem, Hisense segmented online and off-line products and took a series of actions to help off-line channels improve efficiency and reduce prices. ...Starting at €8.20
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FINO Pay Tech Ltd.: Branchless Banking for the Rural Poor
David J. Sharp; Dhananjay Bapat; Jatinder HandooCase IVEY-9B12M119-EEntrepreneurship, StrategyThe urgency of financial inclusion had been well-recognized by policy makers, the government, the Reserve Bank of India and banks as a national priority that would play a crucial role in promoting inclusive economic growth. New technology could enable innovative sustainable business models to reach previously excluded customers. This case presents FINO’s technology-based model for financial inclusion and the challenges presented to the Kohlapur d...Starting at €8.20
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Narayana Health: The Initial Public Offering Decision
Narendra Nath Kushwaha; Bipin Dixit; David J. SharpCase IVEY-9B17N018-EFinance, StrategyNarayana Health, an Indian private healthcare provider, was established with the aim of providing affordable healthcare services without compromising quality. Over the years, its growth and expansion was financed by private equity investors. In August 2015, private equity investors of the company decided to go public through the offer for sale route. Private equity investors had to decide the value of the initial public offering (IPO) and whether...Starting at €8.20
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Hindustan Unilever Ltd.: Meeting Employee Expectations
Shashank Shah; Ajith Sankar; David J. SharpCase IVEY-9B13C036-ELeadership and People Management, StrategyThe executive director, human resources, at Hindustan Unilever Ltd., a market leader in the Indian fast moving consumer goods sector and the Indian subsidiary of the major multinational, Unilever Ltd., is concerned that the company may be losing its position as the “dream employer” for graduates from the top Indian business schools from which it recruits its management personnel. The shifting demographic profile of employees and their changing ex...Starting at €8.20
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Feng Farm (Spanish version)
David J. Sharp; Murray J. Bryant; Yasheng ChenCase IVEY-9B02BS05Accounting and Control, StrategyEl líder de la aldea debe reasignar tierras de cultivo y decide organizar una competencia entre los tres mejores campesinos de la aldea. El contrato de las tierras de cultivo se le otorgará al campesino con mejor rendimiento en la temporada de cosecha. La temporada de cosecha ha terminado y el líder de la aldea debe determinar la solvencia económica de los campesinos, su capacidad, costos de alquiler, y finalmente tomar la decisión.Starting at €8.20