Search results
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Super Group: Acquisition and Delisting from the Singapore Exchange
Ruth S.K. Tan; Allaudeen Hameed; Weina Zhang; Zsuzsa R. HuszarCase IVEY-9B20N033-EEntrepreneurship, Finance, StrategyOn November 3, 2016, Jacobs Douwe Egberts (JDE) launched a bid for Singapore-based food and beverage company Super Group Ltd. (Super). JDE had already acquired 60 per cent of the shares but needed another 30 per cent in order to delist the company and takStarting at €8.20
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CapitaMalls Asia: A Buyout Offer from CapitaLand
Ruth S.K. Tan; Zsuzsa R. Huszar; Weina Zhang; Shao Yu HongExercise IVEY-9B19N012-EFinance, StrategyOn April 14, 2014, CapitaLand Limited, a Singapore-based real estate company, launched a voluntary conditional cash offer of SG$2.22 for each share (SG$3.06 billion in total) of its subsidiary commercial property development and management company, CapitaMalls Asia Limited (CMA). CMA’s principal business strategy was to invest in, develop, and manage a diversified portfolio of real estate used primarily for retail purposes in Asia. CapitaLand’s o...Starting at €8.20
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CapitaMalls Asia: A Buyout Offer from CapitaLand - Teaching Note
Ruth S.K. Tan; Zsuzsa R. Huszar; Weina Zhang; Shao Yu HongTeaching Note IVEY-8B19N012-EFinanceTeaching note for product 9B19N012.Starting at €0.00
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Lyxor ChinaH Versus Lyxor MSIndia: Portfolio Risk and Return
Ruth S.K. Tan; Zsuzsa R. Huszar; Weina ZhangExercise IVEY-9B16N004-EFinanceIn September 2015, Susie reflected on the performance of her personal investment portfolio over the past seven years. Susie had invested in two exchange traded funds (ETFs): Lyxor ChinaH and Lyxor MSIndia. She was now considering Lyxor USDJIA as a third ETF to diversify her risk. This analysis would involve the concept of portfolio diversification and the application of the capital asset pricing model. In addition, Susie would need to calculate m...Starting at €8.20
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Cross-Silo Leadership
Casciaro, Tiziana; Edmondson, Amy C.; Jang, SujinArticle HBS-R1903J-EToday the most promising innovation and business opportunities require collaboration among functions, offices, and organizations. To realize them, companies must break down silos and get people working together across boundaries. But that's a challenge for many leaders. Employees naturally default to focusing on vertical relationships, and formal restructuring is costly, confusing, and slow. What, then, is the solution? Engaging in four activitie...Starting at €8.20
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Competent Jerks, Lovable Fools, and the Formation of Social Networks (Spanish version)
Casciaro, Tiziana; Lobo, Miguel SousaArticle HBS-R0506ELeadership and People Managementthe competent jerk, who knows a lot but is unpleasant; the lovable fool, who doesn't know much but is a delight; the lovable star, who's both smart and likeable; and the incompetent jerk, who...well, that's self-explanatory. Of course, everybody wants to work with the lovable star, and nobody wants to work with the incompetent jerk. More interesting is that people prefer the lovable fool over the competent jerk. That has big implications for eve...Starting at €8.20
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Elizabeth Parker (B) (Spanish version)
Skinner, C. Wickham; Casciaro, Tiziana; Krackhardt, DavidCase HBS-412S35Leadership and People ManagementSupplements the (A) case.Starting at €5.74
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Abelli y Saviotti en Banca Commerciale Italiana (A)
Casciaro, Tiziana; McGinn, Kathleen L.; Belingheri, MassimilianoCase HBS-408S11Leadership and People ManagementEn 1999, una poderosa lucha en medio de las redes corporativas e interpersonales complejas llevado a la fallida fusión entre la Banca Commerciale Italiana y Unicredito Italiano - dos de los grupos bancarios más grandes de Italia. Este caso analiza las acciones de Abelli y Saviotti, co-CEOs de la Banca Commerciale Italiana en ese momento, así como las de los actores centrales en el Banco de Italia, Mediobanca, y varios grupos nacionales e internac...Starting at €8.20
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Cargill: Keeping the Family Business Private
Ruth S.K. Tan; Yupana WiwattanakantangCase IVEY-9B15N022-EFinanceWhen Margaret A. Cargill passed away in 2006, her 17.5 per cent stake in Cargill went to Margaret A. Cargill Philanthropies (MAC). MAC lobbied for her stake to be liquidated. Cargill proceeded to shed its 64 per cent stake in Mosaic, North America’s second-largest fertilizer company, in exchange for Margaret Cargill’s stake in the company, in order to maintain control over the company. Like many second- and third-generation family businesses, Car...Starting at €8.20
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Neptune Orient Lines: Valuation and Capital Structure
Ruth S.K. Tan; Zsuzsa R. Huszar; Weina ZhangCase IVEY-9B17N007-EFinance, StrategyNeptune Orient Lines Limited (NOL) was started as Singapore’s national shipping line to facilitate industrial development and support the economy. The CMA CGM Group (CMA CGM) had acquired 67 per cent of NOL from Temasek Holdings Private Limited for SG$2.3 billion or $1.30 per share—a 6 per cent premium over the last closing price. In 2016, CMA CGM sought to acquire the remaining shares at the same price so that it could delist NOL and take it pri...Starting at €8.20