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  1. Renta Fija Privada, Subordinada y Titulizaciones DF2-230

    This Technical Note references all the financial instruments of private equity.

    First, it illustrates the three main risks of these financial instruments: market risk, liquidity risk and credit risk. Additionally, it states which are the main products in the eyes of the Comisión Nacional Del Mercado de Valores (CNMV).

    Then it how, within the liabilities structure of a firm, there frequently exists a difference between senior and subordinate debt, where the main characteristic of the latter is that, faced with an asset reduction, it suffers a decrease in value after the capital but before the senior debt.

    Academic Area:
    Finance
  2. Capital Privado y Creación de Valor: El Caso Donalds … DF1-220

    Ignacio Vercesi was analyzing the information he had of Donaldson, S.A., potential target for acquisition of the private equity company where he was founding parnter.

    Donaldson S.A. was a small Spanish firm in retail, with reknown and traditional brands. It was going through difficulties as a consequence of the changes in the new consumption tendencies and the recent economic crisis.

    Even though the company was in what Mr. Vercesi considered was an unsustainable situation, the owners of Donaldson with whom he had been in contact considered unacceptable any offer below book value. The mayority of Donaldson's capital was owned by a family, and the company wasn't public.

    Academic Area:
    Finance
  3. Pedro Gandara CO1-278-I

    Pedro, a young industrial engineer, had just earned his MBA and landed a job at Innovaciones Metalúrgicas S.A., a top engineering consulting firm. His manager Marta, a very intelligent woman and an excellent manager, gave him the tasks of working alone on a difficult set of technical problems they were finding in nickel and tungsten alloys and to attend and contribute to the weekly coordination meetings to the best of his ability. Pedro ended up proposing four potential improvements to Marta in a span of nine months. Marta carefully analyzed each of his proposals. She rejected the first one on the basis of a number of excellent technical arguments. She also rejected the second one because it would be too rigid and time-consuming. Marta thought his third proposal could work but that it had some weaknesses that needed to be dealt with. For his fourth proposal, he decided to focus on something that was technical in nature since that was his expertise. But it wouldn’t work either. Since he had worked so hard on the proposals, he felt very discouraged and disappointed. One the one hand, he acknowledged that Marta was an excellent professional and knew that her decisions were fair. On the other hand, he was very upset because Marta never praised his efforts and focused on the weaknesses in his proposals without any positive feedback. Her managerial style was causing him to lose his enthusiasm and motivation and he was also upset with his colleagues for criticizing him. At the end of the case, Pedro must decide how to handle the situation.

    Academic Area:
    Organisational Behaviour | Innovation
  4. Oferta Pública de ventas DF2-228

    This technical note explains the concept of Initial Public Offering (IPO), the procedure which this offer must go through as well as the requirements for it to be carried out.

    Academic Area:
    Financial Accounting | Finance
  5. Flujos de caja diferenciales DF2-226

    This material explains the application of discounted cash flows in the valuation of investment projects. It is explained in a brief and concise manner so the concept is made clear and is well defined for the student.

    Academic Area:
    Financial Accounting | Finance
  6. Asturian Pharmaceutical Company "CAF" CO1-271-I

    The case reflects on Pedro's situation, then C-level executive of the international pharmaceutical company CAF, when in 2015 he and the executive team realize the need to rethink their growth model and overall strategy. With 250 employees and 80 million Euros in revenue, the pride they felt for their success to this date couldn't keep them away from the certainty of needing to steer the wheel. They where considering several growth options that ranged from venturing into other medical specialties, to exporting their business model to other countries or even the possibility of using their factory to manufacture products to third parties. With all of this in mind, they also realized the need to grow their executive team, without still knowing how to face these new challenges.

    Academic Area:
    Organisational Behaviour
  7. Compañía Asturiana de Farmacia CAF CO1-271

    The case reflects on Pedro's situation, then C-level executive of the international pharmaceutical company CAF, when in 2015 he and the executive team realize the need to rethink their growth model and overall strategy. With 250 employees and 80 million Euros in revenue, the pride they felt for their success to this date couldn't keep them away from the certainty of needing to steer the wheel. They where considering several growth options that ranged from venturing into other medical specialties, to exporting their business model to other countries or even the possibility of using their factory to manufacture products to third parties. With all of this in mind, they also realized the need to grow their executive team, without still knowing how to face these new challenges.

    Academic Area:
    Organisational Behaviour
  8. Comunicar intangibles en un proceso de cambio: La tr … DF1-219

    At a time when public opinion of the financial sector was low at best, "la Caixa", a Catalonian bank founded in 1904, found itself in need of a transformation from a savings bank into a banking foundation. In order to communicate this transformation, "la Caixa" would need to convey that while the transformation would entail numerous changes in terms of its legal framework and corporate structure, it would still maintain the values and identity that identified it from its inception.

    Academic Area:
    Finance
  9. Communicating intangibles during a process of change … DF1-219-I

    At a time when public opinion of the financial sector was low at best, "la Caixa", a Catalonian bank founded in 1904, found itself in need of a transformation from a savings bank into a banking foundation. In order to communicate this transformation, "la Caixa" would need to convey that while the transformation would entail numerous changes in terms of its legal framework and corporate structure, it would still maintain the values and identity that identified it from its inception.

    Academic Area:
    Finance
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