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A Short-Seller Crashes the Party (HBR Case Study and Commentary)
Srinivasan, SurajArticle HBS-R1312L-EKnowledge and CommunicationTerranola is a wildly successful company with a market cap of $8.1 billion. Its product, the Express granola-bar-making machine, is on kitchen counters across North America, and market analysts suggest that household penetration of Express machines could triple. Then Jeremiah Hughes, a well-known hedge fund manager and short-seller, starts making public comments suggesting that the company is overrated. Its managers debate how best to respond. Th...Starting at €8.20
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A Short-Seller Crashes the Party (Commentary for HBR Case Study)
Srinivasan, SurajArticle HBS-R1312Z-ETerranola is a wildly successful company with a market cap of $8.1 billion. Its product, the Express granola-bar-making machine, is on kitchen counters across North America, and market analysts suggest that household penetration of Express machines could triple. Then Jeremiah Hughes, a well-known hedge fund manager and short-seller, starts making public comments suggesting that the company is overrated. Its managers debate how best to respond. Th...Starting at €8.20
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Financial Accounting Reading: Shareholders' Equity, Debrief Slides
Srinivasan, SurajCase HBS-5077-EAccounting and ControlPowerPoint slides for reading #5075.Starting at €8.20
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Finance Reading: Corporate Governance, Teaching Note
Coates, John; Srinivasan, SurajTeaching Note HBS-5210-EFinanceTeaching note for 5209.Starting at €0.00
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The Risk-Reward Framework at Morgan Stanley Research
Srinivasan, Suraj; Lane, DavidCase HBS-111011-EAccounting and ControlThe case describes the Risk-Reward framework that Morgan Stanley analysts use as a systematic approach to communicate a broader range of fundamental insights about a company rather than the traditional single point estimates. The goal of the framework is to focus the analysts' work on critical uncertainties and model a limited number of scenarios relevant to key investment debates. By outlining a bear, base and a bull case, the analysts can prese...Starting at €8.20
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The Crisis at Tyco-A Director's Perspective
Srinivasan, Suraj; Sesia, AldoCase HBS-111035-EAccounting and ControlIn 2002, Wendy Lane had been a member of the board of directors at Tyco International a little more than a year when the company's CEO, Dennis Kozlowski, and other top executives were accused of fraud, which ultimately led to resignations, imprisonments,Starting at €8.20
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Citigroup 2007: Financial Reporting and Regulatory Capital, Teaching Note
Riedl, Edward J.; Srinivasan, Suraj; Katz, SharonTeaching Note HBS-111061-EFinanceTeaching Note for 111041.Starting at €0.00
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Strategy and Governance at Yahoo! Inc.
Palepu, Krishna G.; Srinivasan, Suraj; Lane, David; Cornell, Ian McKownCase HBS-112040-EAccounting and ControlYahoo! faces a number of governance and strategic challenges in late 2011 as it tries to compete with rivals such as Google and find ways to monetize its shareholding and business links with Alibaba Group in China and Yahoo! Japan. The company is now valuStarting at €8.20
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Mike Mayo Takes on Citigroup (B)
Srinivasan, Suraj; Kaser, AmyCase HBS-112051-EAccounting and ControlMike Mayo takes on Citigroup (B) is a supplementary exercise to go along with Mike Mayo takes on Citigroup (A) case and is designed to give students an opportunity to understand the creation of deferred tax liabilities (DTLs) and the life cycle of a DTL using an example based on the difference between Modified Accelerated Cost Recovery System (MACRS) depreciation which is allowed for tax purposes, and straight line depreciation which is typically...Starting at €5.74
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Brink's Company: Activists push for a spin-off
Srinivasan, Suraj; Sesia, Aldo; Kaser, AmyCase HBS-112055-EAccounting and ControlThe case studies the decision of the security services corporation Brink's Company to spin-off its home security division from the rest of the company. The decision followed intense pressure on the company by three activist hedge funds who felt that Brink's was chronically undervalued and the individual businesses were worth more than the combined company. The company resisted the decision for over a year before agreeing to the break up. The case...Starting at €8.20