Ivey Business School (Canada)
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Vedanta Limited: Delisting of Shares
Sanjay DhamijaCase IVEY-9B20N042-EFinanceOn May 12, 2020, Vedanta Resources Limited, representing the London, United Kingdom company Vedanta Group, expressed its intention to buy all public shares of its Indian subsidiary Vedanta Limited and to delist it from all stock exchanges in India and New York. The chair of Vedanta Group explained that the decision to delist was largely driven by a strategy to simplify the group structure. The indicative offer price of ₹87.5 per equity share repr...Starting at €8.20
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PVR Limited: CSR, Being Inclusive, Spreading Smiles
Sanjay DhamijaCase IVEY-9B20M094-EStrategyPVR Limited (PVR), the largest premium film exhibition company in India, with more than 750 screens, launched its Accessible Cinema Program in December 2018. Supported by its top management, PVR developed a culture of social responsibility that went beyonStarting at €8.20
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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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India Holiday Bureau: Planning for the Tourist Season
Krishnamurthy Bindumadhavan; Anshul JainCase IVEY-9B15E013-ECorporate Governance, Entrepreneurship, StrategyThe owner and chief executive officer of the India Holiday Bureau (IHB), was besieged by calls from irate travelers seeking an explanation for the poor customer service they had received. It was the peak of the tourist season in India, with international visitors pouring into the country to explore its temples, palaces, hills, beaches and wildlife reserves. IHB had accepted several online hotel-booking requests, but because the hotel did not have...Starting at €8.20
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Schneider Electric India: Leadership Challenges
Abinash Panda; Anshul Jain; Samir MishraCase IVEY-9B17C011-EEntrepreneurship, Leadership and People ManagementIn May 2015, the new director at Schneider Electric’s plant in Rudrapur, India, faced a challenging situation. The company had an ongoing struggle with quality issues and consistently missed its production targets. From a human relations perspective, employee engagement and morale were low and the shop-floor workers had very little respect for the plant’s management team. The new director quickly launched a program of human resource initiatives a...Starting at €8.20
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Mindtree Limited: Defending Against a Hostile Takeover
Sanjay DhamijaCase IVEY-9B20N004-EEntrepreneurship, Finance, StrategyMindtree Limited (Mindtree) was promoted by a group of first generation entrepreneurs and had established itself as a successful digital business company. Larsen & Toubro Limited (L&T), a successful conglomerate primarily in the business domains of construction and engineering, was looking to increase its footprint in information technology services. In 2019, L&T acquired more than 20 per cent stake in Mindtree and sought to increase its stake to...Starting at €8.20
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Bhaghwati Steel Centre: Backward or Forward?
Nishant Sapra; Anshul JainCase IVEY-W29383-EEntrepreneurship, FinanceBhagwati Steel Centre, a family-owned trading firm located in Ghaziabad, India, was facing a short-term decline in revenue from its core business, trading iron and steel components, during the COVID-19 pandemic. The company’s four partners felt that this was the right time to diversify and expand their business to establish more sources of revenue and income; they were considering diversifying and expanding their business using a business integra...Starting at €8.20
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Power Finance Corporation Limited: How to Benefit from Synergies
Shikha Bhatia; Sanjay DhamijaCase IVEY-9B20N010-EFinanceThe chairman and managing director of Power Finance Corporation Limited (PFC) acquired REC Limited (REC), which was also engaged in the business of financing power sector projects. Both companies were in the public sector, with the Government of India holding the majority stake. The chairman and managing director must determine the next course of action for the two firms in order to achieve the maximum level of synergy.Starting at €8.20
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Fraud at Bank of Baroda: Manage Risk or Manage Crisis
Sanjay DhamijaCase IVEY-9B16N021-EEntrepreneurship, Finance, StrategyBank 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...Starting at €8.20
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Capro Group: A Growth Story
Anshul Jain; Pratap Chandra BiswalCase IVEY-9B12N020-EFinance, StrategyCAPRO Group is a small electrical engineering services firm operating out of New Delhi, India. In December 2011, with falling revenues due to macroeconomic conditions and increasing competition, the firm’s owner and founder appoints his son to look into restructuring the business. The electrical distribution control panel manufacturing and installation industry is highly fragmented, with only a few big firms and many small firms. Most firms speci...Starting at €8.20