Search results
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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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Acer Incorporated: Core Management Principles
David J. Sharp; Lynette Chou; Hsien-Lian ChiuCase IVEY-9B10N034-EFinance, StrategyThe chief financial officer of Acer Incorporated has to decide how to manage the higher level of complexity of the company's exchange risk after their restructuring. This must be done in a way which is consistent with Acer's core principles, one of which is to find simple effective solutions to unavoidable business risks. The case addresses the technical issues of exposure measurement and hedging, the challenge of hedging expected, but not contra...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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Yogurt Mamas: Probiotics in Tanzania
Oana Branzei; David J. Sharp; Jessica Kelly; Osama SiddiquiCase IVEY-9B09M051-EEntrepreneurship, Marketing, StrategyThis case illustrates a grassroots enterprise's path to self-sufficiency in a subsistence market context. It explores the gradual evolution of a business model with strong social mandates (pro-health, pro-women) and asks which growth options best marry profitability and positive social change. The Mwanza, Tanzania-based Yogurt Mamas emerge as entrepreneurial role models in their communities, with funds from Western donors and an exciting new tech...Starting at €8.20
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Fortune Motors (Taiwan): Implementing Strategy Change Using the Balanced Scorecard (A)
David J. Sharp; Anne WuCase IVEY-9B08M060-EAccounting and Control, StrategyThe chief executive officer (CEO) of Fortune Motors, the largest Mitsubishi dealership in Taiwan, has to consider his vision for the survival of the company. Fortune Motors' sales in 2003 had fallen below 50,000 units for the first time in 10 years, and market share had been falling for several years. The CEO had a plan to enter the business of financing used-car purchases. He thought that the balanced scorecard would be a useful tool to help him...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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Moving to Universal Coverage: Health Care Reform in Massachusetts
Porter, Michael E.; Baron, Jennifer F.Case HBS-712466-EStrategyState health care reform in Massachusetts has involved a phased process, focusing first on coverage expansion and then turning to delivery system innovation and cost containment. In 2006, the state adopted an individual mandate to obtain health care coverage which, along with a Medicaid expansion and creation of an exchange for two new health insurance programs, reduced the proportion of uninsured to below 3% within three years. In 2009, high and...Starting at €8.20
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The UCLA Medical Center: Kidney Transplantation, Teaching Note
Porter, Michael E.; Baron, Jennifer F.Teaching Note HBS-711413-EStrategyTeaching Note for 711410.Starting at €0.00
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Can One Business Unit Have 2 Revenue Models? (HBR Case Study and Commentary)
Bertini, Marco; Tavassoli, NaderArticle HBS-R1503K-EStrategyPeter Noll, a pharmaceutical company division chief, ponders the varying business models of two units that have just merged. Both have for years employed flexible, inventive strategies to good effect, but Noll is inclined to impose a single model on the combined entity. The two unit heads, however, make compelling arguments for being left to do their business as usual. What choice should Noll make? Expert commentary comes from Bodo Eickhoff, of R...Starting at €8.20
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Can One Business Unit Have Two Revenue Models (Commentary for HBR Case Study)
Bertini, Marco; Tavassoli, NaderArticle HBS-R1503Z-EStrategyPeter Noll, a pharmaceutical company division chief, ponders the varying business models of two units that have just merged. Both have for years employed flexible, inventive strategies to good effect, but Noll is inclined to impose a single model on the combined entity. The two unit heads, however, make compelling arguments for being left to do their business as usual. What choice should Noll make? Expert commentary comes from Bodo Eickhoff, of R...Starting at €8.20