Case studies

The learning outcomes are as follows: developing an understanding of financial statement analysis among students; students would be able to calculate various ratios, understand their meaning and interpret them to take a financial decision; and exploring the relationship between financial leverage and risk.

Amtek Auto is a leading auto-components manufacturer established in 1988 which entered into bankruptcy in through the order of Reserve Bank of India in 2017. The company started with a humble beginning and later on the promoter decided to expand exponentially both through organic as well as inorganic growth in past 15 years. To grow a company kept on taking debt which made it riskier and deteriorated its financial position over a period. The case covers a 10-year timeline from 2008 to 2017. It gives an opportunity to analyze its financial statements to understand how its decisions shaped its performance

The case aims for students to take a comprehensive view of the financial statement analysis of Amtek Auto including the following: vertical and horizontal analysis; comprehensive ratio analysis including liquidity, profitability, leverage and turnover ratios with special emphasis on debt as a double-edged sword; analysis of Armtek Auto’s financial performance over a period of 10 years.

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The learning outcomes of this paper is to understand the working capital finances offered by bank; comprehend application by the company, loan proposal and bank procedure for additional finance; compute, analyze and interpret financial statements of company and its peers; and assess various factors to be considered while taking loan sanctioning decisions.

Sunshine had expanded its business by starting in-house manufacturing of a few stages of production of fasteners. Sunshine was in urgent need of additional finance for working capital and had applied to Rajya Bank of India Ltd. (RBIL), requesting to enhance working capital finance limits and other changes. Ruchit Mehta, Relationship Manager of S.G. Highway Branch of RBIL have to assess this request and include his evaluations in the proposal, which he had to present to Assistant General Manager of RBIL.

MBA or related program in finance courses such as financial management, corporate finance, financial statement analysis, bank management/finance and training program on “credit management” for bank employees.

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Identificar el tipo de innovación que ha generado la propuesta de Gastón Acurio. Ya que si bien desarrolla productos nuevos su principal innovación es en el modelo de negocio. Comprender las principales estrategias desarrolladas para el crecimiento y consolidación de la comida peruana como categoría a nivel mundial y del grupo Acurio. Identificar los elementos de un modelo de negocio usando un Business Model Canvas. Explicar cómo los elementos de un modelo de negocio se relacionan y refuerzan entre sí y cómo son driver de buen desempeño. Evaluar las fortalezas, oportunidades, debilidades y amenazas a un modelo de negocio. Analizar los cambios al modelo que podrían capitalizar o mitigar estos factores, sustentado con evidencia.

Gastón Acurio es un exitoso chef y empresario Peruano que ha sido clave en la formación de la industria gastronómica nacional. Se distingue de otros empresarios del rubro por su innovador modelo de negocio que le ha permitido crecer y aprovechar nuevas oportunidades a nivel local como internacional. Su éxito y crecimiento atrajeron US $52 millones en capital de dos fondos de inversión. Sin embargo, los desafíos del modelo quedan en evidencia durante una difícil apertura de un local en el extranjero exacerbado por una dura crítica del New York Times. Los estudiantes deben identificar y analizar los elementos clave del modelo de negocio desarrollado por Acurio para evaluar y proponer cambios que podrían mejor aprovechar sus fortalezas y oportunidades, así como mitigar sus debilidades y amenazas.

Maestría o MBA

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The case provides an opportunity to the students to learn some of the analytical processes in making a credit decision, including interpretation of financial ratios for credit analysis, forecasting a stress scenario, analysing cash flow adequacy, assessment of financial flexibility and, finally, recommend a credit decision.

The case discusses the analytical challenges facing a bank credit officer while assessing the credit quality of Kwality Ltd., an India-based dairy product manufacturer. Kwality Ltd. had undertaken a significant capacity expansion and business transformation to strengthen its market position in value-added dairy products business and improve its profit margins. The capacity expansion had recently been completed and the management, credit rating agency, equity analysts and investors appear to be optimistic regarding the company’s prospects. However, the capital investment had been almost entirely debt-funded and large long-term debt repayments would have become due shortly. The company had also built up large trade receivables. The banker had to assess if Kwality would be in a position to repay its debt and should his bank increase working capital disbursement to the company.

Complexity: Academic level. Applicability: MBA, Executive MBA.

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These are the three most important learning outcomes: discuss the relevance of capital asset pricing model (CAPM) as the methodology to estimate the cost of equity for an investment in an emerging market; analyze the different alternatives to estimate country risk discussing the pros and cons of each. Consider the additional complexity in estimating the cost of equity, contrasting the perspective of a local, non-diversified investor with that of a multinational company operating in 39 countries.

The Chief Financial Officer of a business group has to determine the correct discount rate for an investment in a new hotel in Guayaquil, Ecuador. The group has traditionally used the same discount rate for all projects and is now presented with several alternatives by his team. Estimating the correct country risk adjustment for the project is an important challenge. He knows that there is no clear solution to this challenge that is accepted by all practitioners and academics, but he has to present a recommendation to the board.

The case study is designed for corporate finance, appraisal or international finance courses in both MBA and executive training programs. To discuss this case study, students are assumed to have been already exposed to the weighted average cost of capital and the CAPM.

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To understand how the external culture of an organization affects the internal decisions; to explore how employment stereotypes are used in recruitment; to grasp the general understanding of how line managers give more value to the bottom line than “non-discrimination statement”; to understand the challenges while managing a diverse workforce; and to critically analyze hiring decision and recommend practical solution.

Asma Malik was hired as a management trainee around five years ago. After successful completion of her one year as a management trainee, she was placed in the finance department. She outperformed all of her targets and received multiple rewards of a star performer. However, Malik was passionate and eager to work in the field and to work with the sales team. It was her dream to be an outstanding salesgirl. Based on the company’s policy of equal opportunity employer, she quickly got herself promoted to the position of wholesale manager and she was the first one to be provided such a challenging position. However, the market dynamics and market acceptability in a country like Pakistan were quite thought-provoking for a girl to be a wholesale manager. And it was observed that sales were constantly declining, as she had assigned this role. Now Country Manager (CM) had to make a decision, whether to transfer her to any other position or to retain her in the same position.

Bachelor of Business Administration and MBA.

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Se espera que los estudiantes logren: Identificar los requisitos previos y básicos a un proceso de institucionalización. Priorizar procesos estratégicos de recursos humanos como base para el crecimiento de la empresa. Analizar la importancia de las etapas en la gestión de recursos humanos. Definir las áreas de oportunidad y sus respectivos planes de acción. Proponer las habilidades de liderazgo que requiere un líder

Tramuntana^® es una agencia de viajes que destaca por ser un servicio de primer nivel, promovida por sus propios clientes. Su fundador desea institucionalizar la empresa. El principal problema al que se enfrenta para crecer y consolidarse es mantener sus recursos humanos y que no pueden ser retenidos, por lo tanto, no tienen una estructura sólida.

Escuela de pregrado y posgrado de negocios y educación ejecutiva

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Revisar el CAPM como metodología para estimar el costo de los recursos propios en una inversión e ilustrar, mediante un ejemplo latinoamericano, los retos de aplicar el modelo fuera de Estados Unidos. Presentar diferentes alternativas para estimar el riesgo país con una discusión de sus pros y contras. Introducir complejidades adicionales en el estimado del costo de los recursos propios contrastando la perspectiva de un inversionista local no diversificado con el de una multinacional que opera en 39 países

El caso Hotel Business Inn se enfoca en la estimación del riesgo país para determinar el costo de los recursos propios en una inversión fuera de los Estados Unidos. La teoría financiera indica que este costo debería determinarse en base al riesgo no diversificable de la inversión y para obtener este estimado, los libros de texto recomiendan el CAPM (Capital Asset Pricing Model). Los estimados del CAPM, sin embargo, generalmente se basan en el mercado financiero de Estados Unidos. Para aplicar este modelo en otros países, el consenso es que se debe ajustar por el riesgo país de la inversión pero existe un debate sobre cómo hacer este ajuste. El caso presenta las alternativas más utilizadas e introduce complejidades adicionales en el entorno de un país latinoamericano.

El caso está diseñado para cursos de Finanzas Corporativas, Valoración o Finanzas Internacionales tanto para estudiantes de MBA como en programas de formación ejecutiva.

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Students are expected to achieve identify the prerequisites and basic to an institutionalization process; prioritize strategic human resources processes as a basis for the growth of the company; analyze the importance of the stages in human resources management; define the areas of opportunity and their respective action plans; and propose the leadership skills that a leader requires.

Tramuntana® is a travel agency that stands out for being a prime service, which is promoted by its own customers. Its founder wishes to institutionalize his company. The main problem in which they face to grow and consolidate is to maintain their human resources, and in which they cannot be retained, and therefore, do not have a solid structure.

Undergraduate and Graduate School of Business and executive education.

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Desarrollar un plan de negocios integral para una empresa nueva. Entender el ambiente de negocios. Prepare un análisis DAFO. Desarrollar planes funcionales (de mercadeo, finanzas, recursos humanos, operaciones, etc.). Entender las oportunidades y desafíos del proceso de desarrollo de un nuevo producto.

Este estudio de caso traza el desarrollo de un plan de negocios para Ch’ulel Mendoza, un complejo de villas ubicado en la Cordillera de los Andes en Argentina, en donde los huéspedes disfrutan de lujosos tratamientos de spa basados en el uso de vino. El plan de negocios debe ser integral, pues se convertirá en la base de un proyecto completamente establecido para posibles inversionistas. Ch’ulel Mendoza está rodeado por los exuberantes viñedos de algunas de las fincas vinícolas más famosas de Argentina. El spa, las instalaciones y los servicios rinden homenaje al patrimonio vitivinícola de la región, promoviendo el vino entre sus huéspedes como algo placentero para consumir y propicio para llevar una vida saludable. El diseño arquitectónico es un guiño directo a la vid: el spa cubierto de tierra es donde los huéspedes absorben los nutrientes curativos de los tratamientos de vinoterapia y de agua, de la misma manera en la que las raíces se nutren de los elementos y el agua provenientes de la tierra; el área del resort aprovecha el espacio al aire libre con terrazas, patios abiertos y piscinas en las que los huéspedes pueden tomar el sol y disfrutar de otros elementos naturales, tal y como lo hacen las plantas de uva. Cuando entre en operación, Ch’ulel Mendoza simbolizará bienestar, recreación y el encanto de la cultura latinoamericana.

Nivel de pregrado y posgrado

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The learning objectives have been prepared in accordance with the Blooms Taxonomy (Engelhart et al., 1984). After completion of this case, students would be able to examine and expand the concept of institutions (i.e. a sport as an institution in this case) and understand how important it is to incorporate them in the policy level decision-making (Knowledge); understand a different form of the social institution (i.e. Jallikattu) and capture its relevance for all the involved stakeholders by taking into consideration the challenges that could stem from their interplay (Application); analyze the interests of various stakeholders and their concerns that add to the complexity of a socially relevant issue (Analysis); and integrate the developments of an event (i.e. Jallikattu) over its timeline and develop an action plan for being prepared or for resolving such exigencies, especially for public policy decision making (Synthesis).

The case is centred on Senaapathy Kangayam Cattle Research Foundation whose primary aim is conservation and breeding of native breeds of cattle. The protagonist of the case, Karthikeya Sivasenapathy, managing trustee of this foundation, has invested significant efforts to create awareness on the importance of Jallikattu. Jallikattu is an ancient Indian sport played in the rural regions of Tamil Nadu state in India and has been in existence for over 5,000 years. This issue has come into limelight due to its initial ban by the Supreme Court of India in 2014 and its subsequent stay on the ban in 2016. While there are several arguments surrounding this controversy, the arguments can be broadly classified under those who support the ban (i.e. oppose Jallikattu) and those who oppose the ban (i.e. support Jallikattu). Due to the involvement of various stakeholders (government supreme court, animal welfare boards and breed saviour groups) with conflicting objectives, the dynamics of decision-making to settle this issue became very complicated, confusing and time-consuming for Karthikeya. By using the lens of institutions and stakeholder theory, the authors explain the issue around Jallikattu in this teaching note. Teaching note also documents the unfolding of events that happened after 12 January 2017 which succeeded in lifting the ban on Jallikattu.

The case is written for undergraduate and graduate-level students pursuing business programmes and for senior management professionals participating in the executive education programmes. The case is suitable for those who are expected to work in an environment where there is a multitude of complex, formal as well as informal institutions. This case can be used to teach the concepts of institutions, the dynamics involved and to give the flavour of the interactions between these different institutions in solving a social issue. It will fit well into courses on strategic management, social movement and institutional theory.

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Upon completion of this case study, students will have learned to identify and analyze pending organizational failure, based upon company data. They will have formulated a business strategy (either cost leadership, differentiation or focus), as well as propose process improvements to cope with changing macroeconomic factors, costs, supplier conditions, and especially talent management and retention. Students will practice the logical organization of information, articulating the key facts and assumptions underlying their solutions. They will practice communicating with a possibly hostile executive team, to whom they defend their proposal based on its merits.

This case recounts the recent history of the XT Beauty, a fictionalized but real company headquartered in Moscow, selling professional cosmetics, electrical instruments and equipment for beauty salons in St. Petersburg, and other cities in Russia. XT Beauty enjoyed successful growth until the onset of the 2014 economic crisis when consumer purchasing power plummeted. Students consider both the obstacles and opportunities presented by an emerging Russian market, customer behavior in a recession, managing sales talent, the leadership style of women, as well as key operational, and financial issues as the company react to a deepening economic crisis in an uncoordinated manner. The case is an introduction to the Russian business culture and operational environment. It focuses not only on challenges but also the opportunities in the anti-cyclical market for beauty products.

Master’s students in international business, human resources, operations and MBA candidates.

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Through the discussion of this case, students will have a better understanding of the managerial dilemma associated with the implementation of management control in an early-stage firm. Students will provide proposals to improving current management control. Finally, this case encourages students to think about the costs and benefits of implementing formal management control systems.

As the company grows, it becomes difficult to keep control of the organization. The organizational structure of Majid Al Futtaim (MAF) Carrefour Jordan is too centralized, and the top management is confronted with information overload, which inhibits their ability to pursue strategic goals. The department managers are also confronted with communication problems, and they are evaluated based on the indicators that were out of their control. Processes and rules do not permit managers sufficient autonomy, and neither do these motivate employees towards organizational strategic goals. It is obvious that many control issues needed to be addressed in MAF Carrefour Jordan. However, given the limited budgets, MAF Carrefour Jordan managers need to decide which control systems to implement first.

This case can be used in an introductory cost accounting and management control course at the undergraduate or postgraduate level. The case should be introduced after students attained a baseline understanding of management control system fundamental concepts. However, this case is equally effective in introducing concepts to students who are new to management control systems.

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The learning outcomes are as follows: to identify stakeholder groups in an inter-country training intervention and apply contextual intelligence to a leadership role and to apply the theory of constraints in developing solutions to research constraint environments.

On 10 September 2018, the Director-General (DG) of South African National Department of Health (NDOH) Ms Precious Matsoso pondered over the scheduled meeting that afternoon with the South African Committee of Medical Deans in Pretoria. She was leading the initiative of the integration of the South African Cuban-trained medical students into the local medical schools for the final phase of their studies. She needed to streamline the assimilation process. The case highlights the dilemma to identify actions to improve the level of integration of these students.

MBA M Phil in Healthcare Management

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The case introduces student to basic understanding of banking sector in Tanzania as well as the strategies and struggle to raise capital through shareholders’ funds. Application of Banking theory and Pecking order theory is evidenced from the case. The case outlines why the bank struggled to raise capital and what triggers the capital raising strategies. It also give students an opportunity to think about applicable theories of capital structure and bank capital, and strategies the bank could use to rescue its capital crunch in the future.

The case provides details of how the Capital Community Bank (CCB) raised its capital through strategic financial engineering which enabled it to raise the minimum regulatory capital required to be licensed as a financial institution unit, to a regional financial institution, to a fully fledged commercial bank. The bank started with a paid up capital of TZS 472.3m in 2002, involving four Local Government Authorities and individual investors. Capital raised to TZS 31.3bn in 2014 and down to TZS 20.6bn at the end of 2016. The minimum regulatory capital required is TZS 15bn, while paid up capital was 16.9bn. With the change of the management team in 2017, the bank is looking for avenues to raise further capital to meet the regulatory limits and continue to survive as a commercial bank, given dramatic changes in the banking sector in Tanzania.

The case is suitable for third year students in Bachelor of Commerce/Economics specializing in banking/financial services. It also suits postgraduate/master's students seeking a Postgraduate Diploma or Master of Business Administration in financial institutions/banking course.

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Finance.

Graduate/Under Graduate Progammes

The case presents the valuation gap between general equity and DVRs shares of TML. The case presents DVRs as an alternate asset class for investment for retail investors and shows its various characteristics taking the case of TML. The case presents global evidences of the valuation gaps and hence helps in making informed decisions. The case makes the reader perplex with a varied global evidence and then presents other data (increasing interest by institutional investors in DVRs of TML) which may help to take final decision “BUY or NOT”.

The readers will be able to recall “how do finance managers use a diverse type of equity for providing new sources of finance?” The readers will be able to describe the characteristics of differential voting right (DVR) shares. The participants will be able to present various reasons for the price difference between DVR shares and general equity shares. The readers will be in a position to analyze the price pattern of Tata Motors Limited (TML’s) DVR together with global experience. The participants will be able to justify the trade-off between extra dividend and loss of voting rights in the case of DVR shares.

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The purpose of this paper is to understand the situation of Accurate and then to consider possible options for Accurate to face competition in future. Several opportunities are also linked with certain drawbacks and hence by studying the entire mechanism, the decision makers of Accurate may decide on its future direction and how to go about it.

Accurate Weld Arc was established in New Delhi in 1993, his son. The company focused on manufacturing wire drawings and selling to niche customer segment. Due to this, they were operating at a modest turnover. At this juncture, the organization took two critical decisions, first, to enter the welding electrodes market which had a bigger target segment, and second, to hire a Marketing Head who conducted an extensive marketing research to recognize the need of customers and to identify differentiating factors for the organization. Later, the company made further investment in middle-gauge welding electrodes and its turnover climbed in the first year. After that, the company had set up a manufacturing unit in Raipur, Chattisgarh which generated huge profit and is now looking forward to spread its wings in other parts of the country.

This case may be used for postgraduate students, who are doing their specialization in finance and accounting.

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The paper has the following learning outcomes: to understand the historical and geographical aspect of Pakistan vis-à-vis other countries of South East Asia and the world; to be able to understand the different marketing strategies of the tourism company; to gather the knowledge of many unknown facts which remain out of sight and hardly surface; to boost economy if its facts and figures are given due weight age and followed with true letter and spirit; and to give a big boost to an industry which remains mostly dormant for many decades. The ratio analysis of service sector is explained. How finances can be arranged in shortest time and generates profitability for the company is also discussed.

The study provides an overview on the following topics: lack of interest by the Government in promotion; training of tour operators and guide; and managing the expected income from this industry. This study makes the masses aware that how much potential exist in the field of tourism in Pakistan. How the tour operators find huge potential in all segments of tourism and how the big force of trained manpower can be formed and creates employment. Service sector mostly run on equity finances because of lack of collateral, how efficiently they manage the finance for the business year. It gives details of extensive marketing strategy, the huge profit margin in foreign currency and cost volume profit systems of tourism companies.

BBA, MBA and MS.

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After a thorough briefing, classroom discussions and de-briefing, the students should be able to appreciate issues of leadership; understand challenges related to managing an organisation; and understand the aspects of organisational politics and power.

This real-life case study is based on a leading management institution of central India. The institute was quite successful in establishing its brand central India during 2011-2017 and is still going strong. The case here captures a change of leadership and the challenges/opportunities it posed to faculty and staff members. The case also intends to address the power struggle that ensued in later years of its functioning. The case is also about how the present leader would finally deal with it all. Students would be able to generate insights in leadership style, power and politics, employee retention, organisational decision-making and concerns in recruiting culturally fit employees.

Graduate level.

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Human Resource Management

Postgraduate business students

The learning objectives to be drawn from the case are as follows: To discuss the challenges of a leader within a resource-constrained environment. Students are required to highlight aspects of transformational leadership and assess the leader against those criteria. To highlight the connection between employee mindset, actions, and organisational performance. Students need to identify the key issues underlying the personnel challenges facing the leader. To explore the influence of leadership on employee engagement. Students should identify the actions taken by the leader to engage employees and analyse the intention behind them, as well as the actual outcomes. To discuss the potential solutions that the leader may institute to achieve the overall transformational objective for the organisation.

This case puts students in the shoes of Siya Zwane, the newly appointed principal of Green Acres Primary School in the South Africa’s Eastern Cape. Having recently completed her PhD in education after 10 years of teaching, Zwane is well versed in the best practices for organisational development and eager to apply them in a public school setting. Her leadership is particularly relevant in the context of a struggling school system that faces, among other issues, an economically disadvantaged population, overcrowding in classrooms, poor infrastructure, and a general lack of resources, including qualified staff. As a newcomer to this school system, Zwane learns quickly how these systemic issues manifest in her teaching team and realises that her first priority must be to empower her staff and enhance employee engagement.

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