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Tata Equity P/E Mutual Fund: Performance Measurement and Attribution
Gaurav Singh ChauhanExercise IVEY-9B18N025-EFinanceAs a typical investor in India, you sought to attain reasonable growth in her capital with adequate diversification and low volatility in returns. It was suggested that you consider investing in mutual funds in order to obtain diversified exposure to IndiStarting at €8.20
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Flipkart: Valuing a Venture Capital-funded Startup
S. Veena IyerCase IVEY-9B14N018-EEntrepreneurship, Finance, StrategyThe Indian online retail (“e-tailing”) market had seen a flurry of activity. Success stories such as Makemytrip.com and Naukri.com in the travel and job search domains, respectively, were significant catalysts for this new breed of start-ups. Of these start-ups, Flipkart stood out as one of the most successful (and audacious) — more so because of the funding the company managed to secure over a very short period of time as compared to its competi...Starting at €8.20
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Narayana Hrudayalaya: Investment Decision
Sriram MahadevanCase IVEY-W33861-EDecision Analysis, FinanceIn February 2023, a prominent retail investor was contemplating selling his investment in Narayana Hrudayalya Limited, one of India’s leading health care companies, when the stock price reached an all-time high of ₹800. The investor had initially bought the shares in 2017, when the price was ₹350 per share. On February 6, 2023, he came across an article about the company that discussed its future prospects, which prompted him to investigate the c...Starting at €8.20
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Scak Textiles: The Way Forward for Next-generation Entrepreneurs
Paritosh Basu; Sudershan Kuntluru; Aman JainCase IVEY-9B21N003-EEntrepreneurship, FinanceIn January 2020, the chief executive officer of the family-run business Scak Textiles LLP (Scak), based in India, was thinking about how the company could achieve a new milestone of ₹500 million in revenue by 2025. He wondered why the company, after coming so far, could not achieve that number with a sustainable margin. What else could he do to help Scak reached this target, and how could he solve the bottleneck of resource constraints?The bright...Starting at €8.20
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Talbros Automotive Components Limited: Relative Valuation
Umang Gupta; Monika ChopraCase IVEY-9B16N054-EFinance, StrategyIn 2015, an ancillary client of a leading investment bank based in New Delhi, was looking to increase revenues from the two-wheeler and four-wheeler vehicle segments by acquiring customers that were original equipment manufacturers. A financial analyst was assigned the task of evaluating the options and identifying the right target to acquire for the client. The analyst used comparable company analysis and comparable transaction analysis, as well...Starting at €8.20
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IESE Insight. Issue 10. Third Quarter 2011
IESE InsightMagazine REV-10-EEconomics, Finance, Innovation and Change, Knowledge and Communication, Leadership and People Management, Marketing, Service and Operations Management, StrategyMauro F. Guillén and Esteban García-Canal highlight what managers of traditional, established MNCs can learn from their emerging market counterparts. Arnoud De Meyer considers the global innovation trends that have been heavily influenced by China, India and Southeast Asia. Francesc Prior and Javier Santomá take lessons from the banking sector to help all companies adapt their offer to the customers and circumstances of low-income segments. Alici...Starting at €22.00
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Natco Pharma: Manufacturing Affordable Medicines
Maram Srikanth; Palanisamy Saravanan; Gunta SrinivasCase IVEY-9B18N024-EEntrepreneurship, Finance, StrategyIn 2015, the chief executive officer of Natco Pharma Limited, a commercial manufacturer of pharmaceutical drugs in India, needed to raise funds either through debt or equity to meet the company's capital expenditure and working capital requirements of ₹3.Starting at €8.20
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Valjibhai Stones
Debashis Sanyal; Smita MazumdarCase IVEY-9B14N009-EAccounting and Control, Entrepreneurship, Finance, StrategyValjibhai Stones, a supplier of quality stone chips in India, has been approached by a multinational company that needs a reliable supplier of quality stone chips for the next eight years. Accepting the order would require a capacity expansion to produce high-quality aggregate solely for the multinational company and at the cost of foregoing all of its existing business. If the offer is accepted, the company would earn substantial revenue for eig...Starting at €8.20
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Glenorna Coffee
Debashis Sanyal; Sangeeta WatsCase IVEY-9B15N025-EEntrepreneurship, Finance, StrategyGlenorna Coffee, a manufacturer and exporter of coffee powder, had been in the business of instant coffee and roasted ground blends for 34 years. It sourced coffee from India and had buyers across the globe. In 2013, the owner of Glenorna had to decide whether or not to pursue backward integration and buy coffee gardens. He had called upon the company’s accountant to find out whether it was viable to venture into the acquisition of coffee plantat...Starting at €8.20
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Nalli Silk Sarees (A)
Narayanan, V.G.; Arora, Namrata; Muthuram, VidhyaCase HBS-113004-EFinanceNalli Silk Sarees Private Limited was a family owned and operated business that retailed Indian ethnic wear. This 83-year old company had enjoyed impressive growth with a $95 million turnover, a 22 store retail footprint, and had outdone its competitors by being the only player in its segment to have a national presence. Headquartered in Chennai, India, the company built its unique national brand by emphasizing innovation, customer centric practi...Starting at €8.20