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  1. Norbama Corp. CF1-121-I

    In this case, Norbama Corp. would like to expand its production facilities. Before doing so, Norbama Corp.’s CEO analyzes Sigmar Corp., its competitor that recently developed an investment program. The CEO wanted to understand how the competitor had invested, how it financed the investments and the impact of this plan on its balance sheet. The comparative balance sheets for 2009 and 2010, as well as the summary of the 2010 income statement, the income distribution for 2010 and additional information from the annual report are provided. With this information, the CEO of Norbama Corp. prepares the statement of cash flows for 2010 in order to better understand Sigmar Corp.’s financial situation after its expansion effort and to evaluate the competitor’s plan.

    Academic Area:
    Financial Accounting
  2. Advanced Steel Designs (B) CO1-265-B-I

    The factory director accepted the operators’ conditions. One month later, incidents for review and replacement of faulty parts had been reduced by 60 percent and production levels had risen by 20 percent, although operators felt that there was still room for improvement. In a further meeting with the director of the factory, they proposed to take care of the defective parts that they could repair themselves.

    Academic Area:
    Organisational Behaviour
  3. Near-Shore it shared service center CO1-256

    This case aims to work on the key factors to take into account when it comes to involving a business unit or group of employees in an organizational development initiative.

    TARGET AUDIENCE

    The case can be used for all types of postgraduate programs or in-company programs. It falls into the category of organizational behaviour, and particularly the sub-category of work team management and leadership.

    The ideal audience would comprise professionals with a certain amount of experience and with employees reporting to them.

    Academic Area:
    Organisational Behaviour
  4. La recapitalización de Famosa DF1-187

    In mid-2009 Famosa CEO José de la Gándara decided that his company was facing a critical situation that would determine its future existence. The onset of the financial crisis in late 2007 had reduced sales and narrowed margins and the company registered loss in the three years comprising the period 2007-2009. Forecasts for the end of the year indicated bankruptcy as the company´s shareholders´ equity would be in the red. This case examines the subject of debt restructuring focusing on the analysis of the potential viability and profitability resulting from the restructuring including a subsequent sale of the company.

    Academic Area:
    Finance
  5. DANA: In the Footsteps of Khadijah al-Kubra. Women B … DF1-185-I

    This case focuses on how Islamic banking, and especially women’s banking, has been evolving in recent years in Saudi Arabia and the UAE with banks created based on their religious and ethical principles. It explains the history of Islamic banking as well as how the banks function in order to be Shari’ah compliant. The case provides cultural insight into how the world of finance works in these countries where there are banks run by women with female customers in a family-like atmosphere. One of these is a branch for women created by ADIB called Dana. Through product innovation, it was created with specific products and services for women based on research and has been very successful. The case emphasizes how women are inspired by these banks for women and are able to be successful and fulfill their professional goals. It explains how women are in charge of their own money and how they have financial and decision-making power in their households as well as in the business world and goes into detail about how women are investors, financial managers, credit receivers and customers in these countries.  Financial service providers in the West can draw useful lessons on how to adapt financial products to serve the needs of women.

    Academic Area:
    Finance
  6. Beleza Natural: The Coca-Cola of the hair? Offering … GE1-121-I

    The ‘Instituto Beleza Natural’ opened its first center in 1993, in Brazil. Over the course of 18 years BN has managed to transform itself into a very successful business with 11 beauty centers nationwide, more than 80,000 clients per month, annual revenues exceeding 60 million US dollars and with a workforce of over 1,300 employees. Beleza Natural (BN) has become very popular in Rio de Janeiro over the 2000 decade and is known as a beauty salon that caters to women who have a low income with high quality products that are scarce in their range, since BN applies an innovative treatment that transforms fizzy curly hair into softer and more moisturized hair whilst creating beautifully defined curls. And although BN seemed successful and with great potential, BN faces many open questions by the middle of 2011. In this case students are challenged to identify, analyze and resolve some of the challenges that the promotion of entrepreneurship faces in emerging economies; to develop innovative ways of thinking about existent public and private support that are often unnoticed; and build financial strength beyond conventional approaches.

    Academic Area:
    Entrepreneurship
  7. EL COSTE DE CAPITAL DF2-141

    This material focuses on determining the rate of return that will satisfy shareholders’ expectations and how to achieve it. It explains how to find the discount rate that represents the cost of the resources that will finance future investments and how to figure out the cost, or the WACC, by weighting the cost of debt and equity as a function of their relative importance in the company’s capital structure. In addition, it covers how to calculate the cost of debt based on the Gordon-Shapiro share pricing model and based on Sharpe’s asset valuation model using real-life examples and historical data. The case stresses that the manager must know how to add value to the investment; shareholders are entrusting the manager with their investment and expecting a higher rate of return than they could get without him. It wraps up by including an FAQ on WACC.

    Academic Area:
    Finance
  8. Camerun una oportunidad para Jumbo en África MK1-141

    This case follows Spanish multinational food company Gallina Blanca’s expansion into central Africa and how they laid out their marketing plan so that a viable entry into the market in Cameroon, a country that seemed attractive for its market but also showed great instability. This case will help students better understand marketing plans and how a study of the Four Ps strongly influences the decision to enter into a market or not.

    Academic Area:
    Marketing & Communications
  9. Give the orangutans a break: Nestlé KitKat, Greenpea … (A) DE1-174-A-I

    This case is about the controversy over Nestlé purchasing palm oil in Indonesia for KitKats. Part A is about how Greenpeace activists crashed a speech by posting a banner asking Nestlé to give orangutans a break and then posted a video denouncing the destruction of the rainforest due to the suppliers' plantations. It gives a background on palm oil, environmental problems in Indonesia, Sinar Mas, Greenpeace and Nestlé and then takes a look at the competitive environment. The case outlines conflicts that Nestlé has had in the past, as well as conflicts involving palm oil in general.

    Academic Area:
    Strategy | Marketing & Communications
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