IESE (España)
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Dr. Klaus Hommels: La decisión de Midasplayer
Mitchell, Jordan; Amis, David; Liechtenstein, HeinrichCase F-806FinanceEl "angel" inversor, Dr. Klaus Hommels, se había reunido varias veces con los cofundadores de la "start-up" Midasplayer.com, con sede en Londres. El tema era la posibilidad de invertir en Midasplayer. Hommels se preguntaba si simplemente era una más de las incontables propuestas que había visto en el pasado o si realmente sería la gallina de los huevos de oro. Los fundadores le habían ofrecido a Hommels la posibilidad de invertir hasta un millón ...Starting at €8.20
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El "Netting". La compensación de flujos de fondos
Pié I.; Santomá, JavierTechnical Note FN-507FinanceEsta nota define el concepto de «netting», sus clases, bilateral, multilateral, de divisas. Describe la operativa del «netting» y discute sus ventajas y limitaciones.Starting at €8.20
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Bank Negotiation. Firm-Bank Balance Sheet and Profitability Measures
Pié I.; Santomá, JavierTechnical Note FN-527-EFinanceIn order to evaluate firm-bank relations, it is first necessary to evaluate the firm's financial needs, then its priorities and finally the profitability of the firm's business for the bank. This note examines four evaluative instruments: 1) The bank conditions card; 2) The banking business map; 3) The firm-bank balance sheet; and 4) The firm-bank income statement.Starting at €8.20
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Texcolsa
Pié I.; Santomá, JavierCase F-737-EFinanceThe CFO of a group of companies is considering centralizing certain administrative activities, including treasury management. The geographic dispersal of the group's production and sales activities and the different types of legal relationships within the group make this a complex challenge.Starting at €8.20
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Netting: Offsetting cash flows
Pié I.; Santomá, JavierTechnical Note FN-507-EFinanceThis note defines the concept of netting, including bilateral, multilateral and multi-currency netting. It describes how netting works and discusses its advantages and limitations.Starting at €8.20
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Koji Yamada in India (B): Managing an India-Japan Joint Venture (Chinese Version)
Saka, Fuyuki; Lee, Yih-Teen; Almandoz, John; Cheely, MichaelCase DPO-348-ZHLeadership and People ManagementKoji Yamada, from Japan, needs to implement a revenue enhancement project (REP) in India in a JV formed by two important players from Japan and India. However, he encounters challenges in getting a clear commitment from his Indian counterparts, who feel that they know more about the Indian market and are not convinced by the relevance of the project led by Yamada. Moreover, there seem to be some cultural differences in the way they communicate. E...Starting at €5.74
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Koji Yamada in India (C): Managing an India-Japan Joint Venture
Saka, Fuyuki; Lee, Yih-Teen; Almandoz, John; Cheely, MichaelCase DPO-349-ELeadership and People ManagementKoji Yamada, from Japan, needs to implement a revenue enhancement project (REP) in India in a JV formed by two important players from Japan and India. However, he encounters challenges in getting a clear commitment from his Indian counterparts, who feel that they know more about the Indian market and are not convinced by the relevance of the project led by Yamada. Moreover, there seem to be some cultural differences in the way they communicate. E...Starting at €5.74
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Best Practices of Angel Investing: Tactics and Strategies of the Winners
Liechtenstein, Heinrich; Amis, David; Fülöp, IstvanTechnical Note FN-548-EFinanceThis technical note aims to provide investors with an overview of what is required for success in early stage investing. Investors in new companies are often referred to as "angel investors" or "business angels". A typical angel investment is from 25k to 500k, usually in a pre-revenue or "startup" company, and may involve 2-10 other angels that also contribute money, time or other resources. Thus a total "angel round" could be 50k up to 1.5m. ...Starting at €8.20
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Koji Yamada in India (D): Managing an India-Japan Joint Venture
Saka, Fuyuki; Lee, Yih-Teen; Almandoz, John; Cheely, MichaelCase DPO-350-ELeadership and People ManagementKoji Yamada, from Japan, needs to implement a revenue enhancement project (REP) in India in a JV formed by two important players from Japan and India. However, he encounters challenges in getting a clear commitment from his Indian counterparts, who feel that they know more about the Indian market and are not convinced by the relevance of the project led by Yamada. Moreover, there seem to be some cultural differences in the way they communicate. E...Starting at €5.74
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Koji Yamada in India (B): Managing an India-Japan Joint Venture
Saka, Fuyuki; Lee, Yih-Teen; Almandoz, John; Cheely, MichaelCase DPO-348-ELeadership and People ManagementKoji Yamada, from Japan, needs to implement a revenue enhancement project (REP) in India in a JV formed by two important players from Japan and India. However, he encounters challenges in getting a clear commitment from his Indian counterparts, who feel that they know more about the Indian market and are not convinced by the relevance of the project led by Yamada. Moreover, there seem to be some cultural differences in the way they communicate. E...Starting at €5.74