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Hindustan Unilever Ltd.: Meeting Employee Expectations
Shashank Shah; Ajith Sankar; David J. SharpCase IVEY-9B13C036-ELeadership and People Management, StrategyThe executive director, human resources, at Hindustan Unilever Ltd., a market leader in the Indian fast moving consumer goods sector and the Indian subsidiary of the major multinational, Unilever Ltd., is concerned that the company may be losing its position as the “dream employer” for graduates from the top Indian business schools from which it recruits its management personnel. The shifting demographic profile of employees and their changing ex...Starting at €8.20
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Tesu SZZ d.o.o.
David J. SharpCase IVEY-9B13B017-EAccounting and Control, StrategyThe chief executive officer of Tesu, a small manufacturing company in Croatia, and a consultant hired to solve Tesu's production problems both realize that the company has several problems, the most pressing of which is a shortage of cash. Together, they need to come up with a plan to restore cash flow and improve production efficiencies.Starting at €8.20
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British Airways' Adoption of IFRS 2005
David J. Sharp; Matt FentonCase IVEY-9B08B003-EAccounting and Control, StrategyAn investment adviser has to evaluate the consequences for a client's pension fund of British Airways' balance sheet disclosure of a write-down of £ 1.3 billion associated with their unfunded pension liability, resulting from the company's required adoption of International Financial Reporting Standards in 2005.Starting at €8.20
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Yogurt Mamas: Probiotics in Tanzania
Oana Branzei; David J. Sharp; Jessica Kelly; Osama SiddiquiCase IVEY-9B09M051-EEntrepreneurship, Marketing, StrategyThis case illustrates a grassroots enterprise's path to self-sufficiency in a subsistence market context. It explores the gradual evolution of a business model with strong social mandates (pro-health, pro-women) and asks which growth options best marry profitability and positive social change. The Mwanza, Tanzania-based Yogurt Mamas emerge as entrepreneurial role models in their communities, with funds from Western donors and an exciting new tech...Starting at €8.20
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Revenue Recognition for a Services Contract
Pratibha Wasan; David J. SharpCase IVEY-9B15B005-EAccounting and Control, StrategyOn November 25, 2012, the head of Revenue Recognition at ESol Limited (ESol) India was preparing for a meeting with the company’s sales team at the head office in Bangalore. ESol Limited was a large, U.S.-based multinational information technology corporation, which had moved into India in 2000. Since then, its management had insisted on the need for close monitoring of accounting procedures in strict adherence to Generally Accepted Accounting Pr...Starting at €8.20
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Essar Energy: Indian GAAP, U.S. GAAP or IFRS (B)
David J. Sharp; Sudershan Kuntluru; Paritosh Basu; Sanjay ChauhanCase IVEY-9B13B015-EAccounting and Control, StrategyThis is a supplement to 9B13B014.Starting at €5.74
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Alphatech India Limited: B2B Customer Retention
Pratibha Wasan; David J. SharpCase IVEY-9B12M109-EStrategyThe case presents the sequence of events that occurred when a global leader in automated information management technology had to compete fiercely to retain one of its key customers. It presents the environment for B2B sales and the challenges facing the company in a fiercely competitive scenario. The case describes in detail the politics and personalities involved and the importance of relationships and optimism in making sales. It is intended t...Starting at €8.20
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The Eastview Heights Development Project: Now or Later
David J. Sharp; Matt FentonCase IVEY-9B06B009-EAccounting and ControlTwo property developers disagree over whether to go ahead immediately with a housing development on land which they have just jointly purchased, which has draft approval for one development plan, or to resubmit a new application for a possibly more controversial but more profitable alternative development plan. The new plan could result in some delay to the development.Starting at €8.20
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Narayana Health: The Initial Public Offering Decision
Narendra Nath Kushwaha; Bipin Dixit; David J. SharpCase IVEY-9B17N018-EFinance, StrategyNarayana Health, an Indian private healthcare provider, was established with the aim of providing affordable healthcare services without compromising quality. Over the years, its growth and expansion was financed by private equity investors. In August 2015, private equity investors of the company decided to go public through the offer for sale route. Private equity investors had to decide the value of the initial public offering (IPO) and whether...Starting at €8.20
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Asahi India Glass Limited: Leverage, A Double-edged Sword
Sanjay Dhamija; David J. SharpCase IVEY-9B15N018-EEntrepreneurship, Finance, StrategyAsahi India Glass Limited faces a situation encountered by many growing companies after having funded its diversification from retained earnings and debt, both in rupees and foreign currency. An over-reliance on borrowed funds without a matching infusion of equity has plunged the company into losses. To reduce its need for financial leverage, the company has issued equity shares on a rights basis, which has helped but is insufficient to reduce it...Starting at €8.20