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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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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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Principles of World-Class Execution: Winning in China
Hexter, Jimmy; Woetzel, JonathanBook Chapter HBS-4492BC-EFor multinational companies in China, the rapid evolution of markets and competition overwhelmingly demands an exacting focus on world-class execution. This chapter highlights the principles that should guide the efforts MNCs make as they ratchet up their ability to execute in China. This chapter is excerpted from "Operation China: From Strategy to Execution."Starting at €8.20
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The Next Advantage for Manufacturing: Winning in China
Hexter, Jimmy; Woetzel, JonathanBook Chapter HBS-4495BC-EAs competition intensifies in China's new markets, pressures will mount on companies to improve their execution in every aspect of manufacturing. This chapter looks at how some companies have successfully tailored operations to the local realities of China. This chapter is excerpted from "Operation China: From Strategy to Execution."Starting at €8.20
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Talent Holds the Key: Winning in China
Hexter, Jimmy; Woetzel, JonathanBook Chapter HBS-4498BC-EInside multinational companies that are playing to win in China, there is growing recognition that having a balance of global and local staff for important positions is effective for achieving the kind of creative insights needed to make fast, competitive judgments. This chapter is excerpted from "Operation China: From Strategy to Execution."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