Pub Date : 2023-10-17DOI: 10.1108/eemcs-04-2023-0139
Muneebah Jabeen, Virginia Bodolica
Learning outcomes The learning outcomes of this study are to estimate the complexities associated with the management of a novel business idea in the context of emerging markets; to demonstrate an understanding of entrepreneurial action and strategic adaptation under various challenges of the business world; to apply the principles of design thinking and innovation to analyze the sustainability of a social enterprise; and to evaluate the pros and cons of different strategic options and provide viable recommendations for future development. Case overview/synopsis Many riverine communities in Nigeria battled water hyacinth spread for decades, until Achenyo Idachaba-Obaro contributed her time, creativity and innovation to resolve the issue. She sacrificed her successful computer science career in the USA to launch her social enterprise, MitiMeth. The startup aimed to resolve the unaddressed environmental problems of her home country and to provide a decent living to the vulnerable community of indigenous artisans. This case study discusses Idachaba-Obaro’s efforts in researching the alternative usages of the water hyacinth weed under the condition of a limited availability of resources. Considering Nigeria’s creative arts culture and dismal socioeconomic conditions, she chose to weave the weed into handmade artifacts by educating herself and training local artisans to manufacture and sell handicrafts in the market. To receive financial support and attract environmentally conscious customers, Idachaba-Obaro had to participate in funding competitions, regularly attend exhibitions and partner with private entities, nongovernmental organizations (NGOs) and government authorities. This case study further elaborates on multiple hindrances associated with female entrepreneurial activities in a conservative Nigerian society characterized by marginalization, social stigma and gender-based stereotypes. Despite many challenges ensuing from a limited market access in rural areas, high unemployment rates and low levels of disposable incomes in the country, MitiMeth ambitioned to maintain its culture of creativity and innovation. The team regularly studied materials used and conducted brainstorming sessions with artisans to launch new items, improve existing products and incorporate needed alterations based on customer feedback and special demands. MitiMeth made its notable contribution toward the achievement of several sustainable development goals, while striving to continuously increase remittances to working artisans. Recently, the company was challenged by the vertiginous technological advancements of the digital era, as many businesses around the globe used machines to upscale their operations. Idachaba-Obaro pondered whether she should use technology in product manufacturing processes or focus on her commitment to provide a livelihood to local artisans and preserve the authentic look-and-feel of handmade crafts. Complexity academic level This case study is
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Pub Date : 2023-10-13DOI: 10.1108/eemcs-05-2023-0169
Rameshan P.
Learning outcomes The case study highlights two strategic angles – that of the business unit (business strategy, profitability, market leadership. organizational culture, operational turnaround, industry structure and competitive dynamics) and the owner (returns, repositioning strategy and funding plan). By the end of this case study, students would be able to understand the changing competitive forces of a dynamic industry; analyse the circumstances leading to a change in the control of a firm from the state to the private sector; understand the logic of acquiring a perennially loss-making firm operating in a volatile environment without a unique strategy; identify a firm’s strategic and operational choices for financial turnaround, return to profitability and regaining market leadership; and learn about the actual strategic realities and choices confronting a troubled business organization in a difficult industry. Case overview/synopsis When the Tata Group took over Air India on 27 January 2022 from the state that had ownership for 68 years, Air India was under a long spell of poor performance, bleeding losses and unmanageable levels of debt. Unsatisfactory customer service, management issues and competition were the key reasons. Therefore, a crucial question facing the group’s Chairman N. Chandrasekaran was what workable strategy he could use to reposition Air India and make it profitable again so as to recover the $7.5bn of estimated investment involved in the acquisition and turnaround. Complexity academic level This case study is intended for undergraduate and graduate executive education levels in business administration and management and allied subjects, particularly for courses in strategic management, marketing, financial management, turnaround and transformation, mergers and acquisitions and organizational change. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
{"title":"Landing on Tata runway for a rapid takeoff: Air India beyond 2021","authors":"Rameshan P.","doi":"10.1108/eemcs-05-2023-0169","DOIUrl":"https://doi.org/10.1108/eemcs-05-2023-0169","url":null,"abstract":"Learning outcomes The case study highlights two strategic angles – that of the business unit (business strategy, profitability, market leadership. organizational culture, operational turnaround, industry structure and competitive dynamics) and the owner (returns, repositioning strategy and funding plan). By the end of this case study, students would be able to understand the changing competitive forces of a dynamic industry; analyse the circumstances leading to a change in the control of a firm from the state to the private sector; understand the logic of acquiring a perennially loss-making firm operating in a volatile environment without a unique strategy; identify a firm’s strategic and operational choices for financial turnaround, return to profitability and regaining market leadership; and learn about the actual strategic realities and choices confronting a troubled business organization in a difficult industry. Case overview/synopsis When the Tata Group took over Air India on 27 January 2022 from the state that had ownership for 68 years, Air India was under a long spell of poor performance, bleeding losses and unmanageable levels of debt. Unsatisfactory customer service, management issues and competition were the key reasons. Therefore, a crucial question facing the group’s Chairman N. Chandrasekaran was what workable strategy he could use to reposition Air India and make it profitable again so as to recover the $7.5bn of estimated investment involved in the acquisition and turnaround. Complexity academic level This case study is intended for undergraduate and graduate executive education levels in business administration and management and allied subjects, particularly for courses in strategic management, marketing, financial management, turnaround and transformation, mergers and acquisitions and organizational change. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.","PeriodicalId":36648,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135804605","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-12DOI: 10.1108/eemcs-12-2022-0512
K. Anil, Anil Misra
Learning outcomes The learning outcome of this study is to bring to the table of a wider intellectual audience, a unique model of community-based entrepreneurship, which is working wonders with its unique selling points (USPs) in promoting sustainability and conserving the ethos of villages and, at the same time, generating livelihoods through traditional farming techniques adopted by the rural population residing in the Himalayan region of India.The proposed case study can be used as a replicable model in other parts of rural India and other emerging economies to start and scale up a similar “integrated rural development model” through effective policy advocacy and public–private partnerships and to develop sustainable farmlands and livelihoods for rural India. It has a definite potential to be used as a pedagogical tool in postgraduate programmes offering courses in microfinance, financial inclusion, social and community entrepreneurship, sustainability, entrepreneurship, community development finance and rural immersions and public policy. Case overview This case study is set in the backdrop of 2023 having been declared by the UN as the International Year of Millets and India being the homeland for millet cultivation. The objective of the case study is to bring to the table of a wider intellectual audience, a unique model of community-based entrepreneurship operating in the Himalayan region of rural India. The community-based entrepreneurship model works on the USP of promoting sustainability and conserving the ethos of villages and generating livelihoods through traditional farming techniques. This case study traces the journey of Roopesh Rai (protagonist and the founder of Bakrichhap), the community-based entrepreneur and his challenges in setting up the enterprise. The narrative is built in the light of a series of interviews with Rai, the main protagonist and the founder of Bakrichhap, as well as the people of Goat village by Komal, a post-doctoral fellow in the area of community-based enterprises (CBEs). Through this narrative, the case writers’ endeavour was to understand how CBEs such as Bakrichhap were providing a means of integrated rural development in the hilly region of Uttarakhand, India. Also, how such enterprises were thereby curbing distress migration, unemployment and a large-scale erosion of the cultural heritage and traditional and indigenous farming techniques of the land. In the first seven years of the operations of this uniquely curated CBE, Rai endeavoured to iron out many bottlenecks. This case study also highlights the gamut of challenges faced by community-based entrepreneurs like Rai in designing strategy for growth and expansion. What strategy should Bakrichhap follow for expansion to the other regions of the country? Should all the three existing verticals of the enterprise be scaled up parallelly or should each individual vertical be expanded one after the other in a phased manner? Stemming out from the main dil
{"title":"Bakrichhap Agro Tourism and Natural Products Private limited (BATNPPL): a case for community based entrepreneurship promoting integrated rural development","authors":"K. Anil, Anil Misra","doi":"10.1108/eemcs-12-2022-0512","DOIUrl":"https://doi.org/10.1108/eemcs-12-2022-0512","url":null,"abstract":"Learning outcomes The learning outcome of this study is to bring to the table of a wider intellectual audience, a unique model of community-based entrepreneurship, which is working wonders with its unique selling points (USPs) in promoting sustainability and conserving the ethos of villages and, at the same time, generating livelihoods through traditional farming techniques adopted by the rural population residing in the Himalayan region of India.The proposed case study can be used as a replicable model in other parts of rural India and other emerging economies to start and scale up a similar “integrated rural development model” through effective policy advocacy and public–private partnerships and to develop sustainable farmlands and livelihoods for rural India. It has a definite potential to be used as a pedagogical tool in postgraduate programmes offering courses in microfinance, financial inclusion, social and community entrepreneurship, sustainability, entrepreneurship, community development finance and rural immersions and public policy. Case overview This case study is set in the backdrop of 2023 having been declared by the UN as the International Year of Millets and India being the homeland for millet cultivation. The objective of the case study is to bring to the table of a wider intellectual audience, a unique model of community-based entrepreneurship operating in the Himalayan region of rural India. The community-based entrepreneurship model works on the USP of promoting sustainability and conserving the ethos of villages and generating livelihoods through traditional farming techniques. This case study traces the journey of Roopesh Rai (protagonist and the founder of Bakrichhap), the community-based entrepreneur and his challenges in setting up the enterprise. The narrative is built in the light of a series of interviews with Rai, the main protagonist and the founder of Bakrichhap, as well as the people of Goat village by Komal, a post-doctoral fellow in the area of community-based enterprises (CBEs). Through this narrative, the case writers’ endeavour was to understand how CBEs such as Bakrichhap were providing a means of integrated rural development in the hilly region of Uttarakhand, India. Also, how such enterprises were thereby curbing distress migration, unemployment and a large-scale erosion of the cultural heritage and traditional and indigenous farming techniques of the land. In the first seven years of the operations of this uniquely curated CBE, Rai endeavoured to iron out many bottlenecks. This case study also highlights the gamut of challenges faced by community-based entrepreneurs like Rai in designing strategy for growth and expansion. What strategy should Bakrichhap follow for expansion to the other regions of the country? Should all the three existing verticals of the enterprise be scaled up parallelly or should each individual vertical be expanded one after the other in a phased manner? Stemming out from the main dil","PeriodicalId":36648,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"173 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139320274","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-11DOI: 10.1108/eemcs-11-2022-0441
S. Shyam Prasad, Rajendra Desai, Maitri Wadher
Learning outcomes This case study will allow students to learn about effective segmentation and how to choose an appropriate segment, analyse the attractiveness of the target market by using five-forces analysis and explore business growth alternatives by using Ansoff’s growth matrix. Case overview/synopsis The Left-Out Store was an online shop that sold products exclusively for left-handers. Maitri Wadher, the proprietor of the store, being a left-handed person and driven by her childhood experiences, started the store to help left-handed people find products for their use. She started the online-only store in September 2018, and in October 2022, she found that, despite the COVID-19 pandemic having abated, her store had not grown as expected. How, then, should she push for growth? Was the niche segment substantial enough? Was her target market attractive? Should she penetrate the market or go for market development? What should she do? Complexity academic level PG level (MBA/PGDM). Supplementary materials Teaching Notes are available for educators only. Subject code CSS 8: Marketing.
{"title":"How can The Left-Out Store get it right?","authors":"S. Shyam Prasad, Rajendra Desai, Maitri Wadher","doi":"10.1108/eemcs-11-2022-0441","DOIUrl":"https://doi.org/10.1108/eemcs-11-2022-0441","url":null,"abstract":"Learning outcomes This case study will allow students to learn about effective segmentation and how to choose an appropriate segment, analyse the attractiveness of the target market by using five-forces analysis and explore business growth alternatives by using Ansoff’s growth matrix. Case overview/synopsis The Left-Out Store was an online shop that sold products exclusively for left-handers. Maitri Wadher, the proprietor of the store, being a left-handed person and driven by her childhood experiences, started the store to help left-handed people find products for their use. She started the online-only store in September 2018, and in October 2022, she found that, despite the COVID-19 pandemic having abated, her store had not grown as expected. How, then, should she push for growth? Was the niche segment substantial enough? Was her target market attractive? Should she penetrate the market or go for market development? What should she do? Complexity academic level PG level (MBA/PGDM). Supplementary materials Teaching Notes are available for educators only. Subject code CSS 8: Marketing.","PeriodicalId":36648,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"24 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136058869","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-11DOI: 10.1108/eemcs-10-2022-0361
Marina Apaydin, Malak Fayed, Maha Eshak
Learning outcomes This case study covers different concepts related to leadership. It should help students analyze business situations from a leader’s perspective. By the end of this case study, students would be able to understand the role and the characteristics of leadership during a crisis using the 11 dimensions of character framework, map leadership personalities using the HEXACO model to understand the effectiveness of certain traits in crisis management and apply theories of change management using the Satir and Switch models, in addition to Kotter’s theory of change. Case overview/synopsis Elsewedy Electrometer Group (EMG) was owned and operated by Emad Zaki Elsewedy as the sole founder and chief executive officer (CEO). EMG was a leading company in the meters industry in Egypt. The time span of this case study covered the period from November 2011, when Elsewedy’s health was deteriorating, to his early retirement in September 2012, and his comeback, two years later, in September 2014. In November 2011, against the backdrop of Elsewedy’s deteriorating health and subsequent early retirement in September 2012, EMG faced several challenges in achieving its vision that hindered its business growth. These arose after Youssef Salah, the former export director of EMG, was appointed as the company CEO. In Elsewedy’s absence, EMG faced liquidity problems, as the banks demanded that it repay all its debts. At the same time, the business suffered severe losses owing to its inefficient operations. Elsewedy decided to return to EMG in September 2014 to find a solution and help the business recover to ensure its continuity and sustainability. After taking a holistic view of the crisis at hand, he was faced with a dilemma and several questions: Was the company leadership effective? Would a change in leadership be required? How could he lead effective change in light of the current crisis? How could he ensure that EMG did not end up in a similar predicament in the future? This case was designed to teach leadership in crisis and change management in the metering industry. Complexity academic level This case study is intended for graduate and undergraduate students studying a leadership or management course. It can help students comprehend the challenges that arise when a large business undergoes a management transition during a crisis. The case study also considers how leaders are shaped by crises. This case study can be considered as level 1 on a 1–3 scale, as the full description of the situation is given in the case study and the task of the students is to analyze the leader and his decisions using various academic concepts and theories (Erskin et al. , 2003). Supplementary material Teaching notes are available for educators only Subject code CSS 7: Management science
学习成果本案例研究涵盖了与领导力相关的不同概念。它应该帮助学生从领导者的角度分析商业情况。在本案例研究结束时，学生将能够使用性格框架的11个维度来理解危机期间领导的角色和特征，使用HEXACO模型来绘制领导个性，以了解危机管理中某些特征的有效性，并使用萨提亚和Switch模型应用变革管理理论，以及科特的变革理论。Elsewedy Electrometer Group (EMG)由Emad Zaki Elsewedy拥有并运营，他是唯一的创始人兼首席执行官(CEO)。EMG是埃及电表行业的领先公司。本案例研究的时间跨度从2011年11月Elsewedy的健康状况开始恶化，到2012年9月提前退休，再到两年后的2014年9月复出。2011年11月，在Elsewedy健康状况恶化和随后于2012年9月提前退休的背景下，EMG在实现其愿景方面面临着一些阻碍其业务增长的挑战。在EMG前出口主管优素福·萨拉赫被任命为公司首席执行官后，这些问题就出现了。在Elsewedy缺席的情况下，EMG面临流动性问题，因为银行要求它偿还所有债务。与此同时，由于经营效率低下，企业遭受了严重的损失。2014年9月，Elsewedy决定回到EMG寻找解决方案，帮助业务恢复，以确保其连续性和可持续性。在全面审视了当前的危机之后，他面临着一个困境和几个问题:公司领导层是否有效?是否需要更换领导层?面对当前的危机，他如何才能领导有效的变革?他如何确保肌电图在未来不会陷入类似的困境呢?本案例旨在教授计量行业在危机和变革管理中的领导能力。它可以帮助学生理解当一家大型企业在危机期间经历管理层转型时所面临的挑战。该案例研究还考虑了危机对领导者的影响。这个案例研究可以被认为是1 - 3级中的1级，因为案例研究中给出了对情况的完整描述，学生的任务是使用各种学术概念和理论分析领导者及其决策(Erskin et al.， 2003)。补充材料教学笔记仅供教育工作者使用科目代码css7:管理科学
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Pub Date : 2023-10-09DOI: 10.1108/eemcs-06-2023-0206
Arvind Shroff, Bhavin J. Shah
Learning outcomes The learning outcomes of this case study are as follows: It presents an opportunity for the instructors to introduce the concept of decision-making on matters involving risk (like scaling the business) using in-depth market research techniques. The case’s central idea is to make the students understand the growth of the online service delivery model, with a specific example of home-cooked food that also improves social welfare. It is expected to provide the participants with an opportunity to understand the decision-making by the leaders in newly established companies. It enables future managers to analyze a venture’s pros and cons before deciding to expand. Case overview/synopsis This case study discusses decisions and strategies that led to Indore (a city in the Madhya Pradesh state of India) becoming India’s cleanest city for the sixth time in a row. The case explores if the various strategies used by the Commissioner (Indore Municipal Corporation) would continue to succeed in mitigating resistance to change by citizens of Indore or if the change management strategies needed to be revised. Amid intensely rising competition from other cities, especially Surat (a city in the Gujarat state of India), the case delves into the Commissioner’s efforts to defend Indore’s claim of being India’s cleanest city for the sixth consecutive time. Complexity academic level This case study has been prepared keeping in mind the teaching pedagogy for graduate and postgraduate management programs in strategic management, operations research, entrepreneurship and marketing management. It is also expected to be useful for training courses such as management development programs, faculty development programs and executive programs, in discussing service operations in general and online delivery logistics, in particular for working executives and industry practitioners. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.
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Pub Date : 2023-10-03DOI: 10.1108/eemcs-11-2022-0400
Arit Chaudhury, Varun Dawar
Learning outcomes This case study will allow students to understand and analyse the process for conducting equity valuation by building a three-statement financial model, to understand and apply the workings of discounted cash flow (DCF) valuation methodology and its components, to apply the concepts related to the calculation of the weighted average cost of capital in the determination of discounting rate, to understand the terminal value calculation and assumptions thereof and to analyse the intrinsic valuation for the target company using the traditional multi-stage DCF model for investment decision-making. Case overview/synopsis In July 2019, Kapil Agarwal, an equity analyst operating out of Mumbai, India, was carefully looking over the financials of Asian Paints, a leading paints company in India. As an equity analyst, Kapil was constantly on the lookout for fundamentally strong but undervalued companies that could create long-term wealth for his equity fund. To decide upon the right valuation of Asian Paints, Kapil conducted fundamental analysis using the DCF method on the basis of available financial information. This case study puts students in an investment analyst role wherein they forecast financial statements and conduct DCF valuation for Asian Paints to discover potentially undervalued stocks for investment decision-making. Complexity academic level This case study is designed for use in an undergraduate or postgraduate programme in business management, particularly in a course on business valuation or investment management or security analysis. Supplementary materials Teaching notes are available for educators only. Subject code CSS 1: Accounting and Finance.
{"title":"Asian Paints: a valuation dilemma","authors":"Arit Chaudhury, Varun Dawar","doi":"10.1108/eemcs-11-2022-0400","DOIUrl":"https://doi.org/10.1108/eemcs-11-2022-0400","url":null,"abstract":"Learning outcomes This case study will allow students to understand and analyse the process for conducting equity valuation by building a three-statement financial model, to understand and apply the workings of discounted cash flow (DCF) valuation methodology and its components, to apply the concepts related to the calculation of the weighted average cost of capital in the determination of discounting rate, to understand the terminal value calculation and assumptions thereof and to analyse the intrinsic valuation for the target company using the traditional multi-stage DCF model for investment decision-making. Case overview/synopsis In July 2019, Kapil Agarwal, an equity analyst operating out of Mumbai, India, was carefully looking over the financials of Asian Paints, a leading paints company in India. As an equity analyst, Kapil was constantly on the lookout for fundamentally strong but undervalued companies that could create long-term wealth for his equity fund. To decide upon the right valuation of Asian Paints, Kapil conducted fundamental analysis using the DCF method on the basis of available financial information. This case study puts students in an investment analyst role wherein they forecast financial statements and conduct DCF valuation for Asian Paints to discover potentially undervalued stocks for investment decision-making. Complexity academic level This case study is designed for use in an undergraduate or postgraduate programme in business management, particularly in a course on business valuation or investment management or security analysis. Supplementary materials Teaching notes are available for educators only. Subject code CSS 1: Accounting and Finance.","PeriodicalId":36648,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135738954","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-29DOI: 10.1108/eemcs-01-2023-0017
Sanjay Dhamija, Shikha Bhatia
Learning outcomes After working through the case and assignment questions, the learning outcomes of this study are to understand the dividend policy of a company; compare different types of dividends that a company may give; assess the impact of stock splits and the issue of bonus shares (stock dividends); compare cash dividend and buy-backs as methods of cash distribution to shareholders; evaluate the methods of cash distribution that may be appropriate for the company; and assess the trade-off between long-term value creation and shareholder expectations. Case overview/synopsis This case study presents the dilemma faced by Partha DeSarkar, the executive director and global CEO of Hinduja Global Solutions (HGS) Limited, a leading business process management (BPM) company. The company would have surplus cash of about US$1.2bn from the selling of its health-care service businesses. The company planned to invest a part of this cashflow into the company’s future growth, with some of it distributed among its shareholders. This case study provides an excellent opportunity for students to determine the best method for rewarding the shareholders. It allows students to compare various cash distribution methods. Students can examine in detail the process involved, the quantum of distribution, tax implications, financial implications, fundraising flexibility and valuation impact of available options. Complexity academic level This case study is best suited for senior undergraduate- and graduate-level business school students in courses focusing on corporate finance, financial management, strategic management and investment banking. Supplementary materials Teaching notes are available for educators only. Subject code CSS: 1 Accounting and Finance
在完成案例和作业问题后，本研究的学习成果是了解公司的股息政策;比较公司可能提供的不同类型的股息;评估拆股和发行红利股(股票股利)的影响;比较现金股利和回购作为向股东分配现金的方法;评估可能适合公司的现金分配方法;评估长期价值创造和股东期望之间的权衡。本案例研究展示了领先的业务流程管理(BPM)公司Hinduja global Solutions (HGS) Limited的执行董事兼全球首席执行官Partha DeSarkar所面临的困境。通过出售其医疗服务业务，该公司将获得约12亿美元的现金盈余。该公司计划将一部分现金流投资于公司的未来增长，其中一部分将分配给股东。这个案例研究为学生们提供了一个很好的机会来确定奖励股东的最佳方法。它允许学生比较各种现金分配方法。学生可以详细研究所涉及的过程、分配数量、税务影响、财务影响、筹资灵活性和可用选项的估值影响。本案例研究最适合商学院本科和研究生阶段的学生学习企业金融、财务管理、战略管理和投资银行等课程。辅助材料教学笔记只供教育工作者使用。主题代码CSS: 1会计与金融
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Pub Date : 2023-09-28DOI: 10.1108/eemcs-09-2022-0331
Lyal White, Pamela Fuhrmann, Ruth Crichton
Learning outcomes The learning outcomes of this study are to assess the shared value model and elaborate on new multi-stakeholder approaches to business, where the stakeholders include the founders, investors, partners, employees, clients and the surrounding community; to consider the synergies between community development, environmental stewardship, sustainable business practices and the long-term health of organisations and communities, considering these as the new fundamentals of business; to examine the interconnectedness of vision, strategy, purpose and leadership in creating and evolving the shared value model; to explore the relationship between shared value practices and collective well-being, and a specific reference to nurturing transformative experiences through nature, personal development and community upliftment is made; and to assess Grootbos’ ability to translate their purpose and value proposition into a strategy and sustainable vision with a possibility of Grootbos achieving global impact through its evolving model, beyond the founder. Case overview/synopsis This case study explores the evolution of Grootbos Private Nature Reserve and Foundation, a luxury hospitality lodge and award-winning ecotourism destination, from humble beginnings in the Western Cape of South Africa to a global example of conservation, community, commerce sustainability and transformative experiences. The establishing of Grootbos and its growth and widespread recognition can be attributed to the vision and inspirational leadership of its founder, Michael Lutzeyer. Although much success has been achieved in conservation, community upliftment and individual development of community members within their region, Lutzeyer’s and ultimately, Grootbos’ vision extended well beyond South Africa and aspired to elevate their floral kingdom and model of development and conservation to a global platform of awareness. Although a shared value vision and strategy had transformed the business, placing Grootbos as a leader in transforming their industry and sparking an evolution in the shared value model itself through the interjection of transformative experiences, the larger question remained: How can Grootbos extend the impact, towards people and planetary well-being, beyond the scope of their individual place-based business and their industry? And in terms of the dilemma Lutzeyer and the management team at Grootbos faced: How will this vision and global ambition continue through succession, beyond Luzeyer’s personal drive at the helm? Complexity academic level Experienced leaders within a graduate degree program, executive Master of Business Administration (MBA) or executive education in the areas of leadership development, strategy, shared value and international business. Supplementary material Teaching notes are available for educators only. Subject code CSS4: Environmental management.
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Pub Date : 2023-09-26DOI: 10.1108/eemcs-12-2022-0535
Gaurav Kumar, Anjali Kaushik
Learning outcomes After studying and analysing this case, students would be able to evaluate and understand the importance and need of an infrastructure sector in a country, its inherent risks and scope of infrastructure investment and financing in India – National Infrastructure Pipeline and the important role of Non-Banking Finance Company’s (NBFC) vis-à-vis banks in infrastructure financing in India; critically analyse and recommend alternative decisions in a business problem situation using multi-criteria decision analysis, which is a tool used for business portfolio analysis; understand and evaluate the corporate portfolio management (CPM) tools used for an optimum portfolio mix to turn around companies; identify and suggest an optimum portfolio mix to turn around a finance company using CPM assessment applied to Pidun matrix; and recommend operational and strategic levers for successful turnaround implementation by using the integrated canvas on turnaround. Case overview/synopsis On 10 May 2020, in New Delhi, India, J. Ray took charge as a full-time director of an Indian Non-Banking Finance Company – Infrastructure Finance Company (NBFC-IFC). The NBFC-IFC of the Indian Government extended long-term financial assistance to infrastructure projects in India. During the financial year (FY) 2017–2018 till FY 2019–2020, the company suffered substantial losses to the tune of US$13.7bn, with profitability experiencing a notable decline – return on assets at a negligible 0.11% and return on equity of only 0.68%. The NBFC-IFC had a declining yield on advances at 7.05%, net interest margins (NIMs) of 2.08% against a high cost of borrowing at 7.66%, a declining loan book (by 4.35%) of US$336.27bn and a fast-deteriorating asset quality with highest ever non-performing assets (NPAs) at 19.70% of its loan book. Such financial parameters, compared with that of the industry average of banks and finance companies, meant that the NBFC-IFC Ray had taken over was fast bleeding and was on the brink of being declared a sick company. In comparison, private and other government players had profitable and much healthier financials, and Ray felt that there was a need for improvement. To make things worse, Ray got to know that the Indian Government was in the final stages of setting up a new development finance institution focused on long-term infrastructure financing in India. Ray realized the question was not only of the NBFC-IFC remaining relevant but also of its existence in the fast-evolving sector. Ray wondered what could his his integrated canvas be for a turnaround strategy that could include effective management of an optimal portfolio mix. With a healthy capital-to-risk (weighted) assets ratio of 30.85% and a satisfactorily improved net worth of US$103.1bn, in the given Reserve Bank of India regulatory provisions for the NBFC-IFC including restrictive exposure norms and NBFC-IFC’s operational mandate prescribed by the Indian Government, Ray had to shift the
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