Tivo Marketing Case Analysis (Hbs)

Tivo Marketing Case Analysis (Hbs)
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TiVo
Marketing
Executive Summary
The disappointing sales performance during the Christmas 1999 season ended up being a priceless lesson for TiVo's marketing team: it was the catalyst
that created the need for a TiVo's new communications strategy. However, defining this newmarketing campaign was challenging, especially after the
feedback received about the product indicated issues like limited awareness and hard–to–communicate functionalities. The main focus of this new
marketing campaign is to select a positioning strategy that will speed up the adoption of TiVo among consumers. The marketing team has three options
on how to position TiVo: 1) as an enhanceddigital video recorder, 2) as a product that gives viewers the...show more content...
Viewers can pause live television to attend interruptions such as phone calls or unexpected visits. It gives viewers the freedom to watch whichever
program they want, whenever they want. With TiVo's capacity to store up to 30 hours of recorded television, users reduce the hassle of using
videotapes to record television programs. Users virtually eliminate the possibility of missing their favorite shows, since they can set–up TiVo to record
them. With these aforementioned features, TiVo will revolutionize the way Americans view television.
Price. The current price of $999 for the 30–hour TiVo box is extremely high. It can easily discourage any early adopter or a TV addict. Hence, the
marketing team should reduce the price to $399, even lower if financially viable. The more attractive the ticket (i.e. TiVo Box) for the ultimate TV
experience, the easier consumers will be lured in. The service fee structure seems at a very reasonable price, it requires no major price adjustments.
Place. Electronic retail stores, such as Best Buy, Circuit City, and Sears serve as the best channels to sell the product. It is imperative that the
marketing team develops a training program for the sales force of those retail outlets. Many consumers will have their first TiVo experience in a retail
store; hence, the salespeople must be prepared to demonstrate the benefits of TiVo in a flawless way. The internet should be used as another channel to
sell the product, especially the

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Essay about Cathay Pacific Hbs Case Analysis
Cathay Pacific Case Analysis 10/25/2007
Cathay Pacific (CP) is an interesting case because it is an example of a company attempting to work in isolation, vertically integrated and developing all
their needs themselves. Truth is however; in today's interconnected economy a company working independently simply can not compete. The world
has become too dynamic and contains too many other companies developing better solutions to rely solely on one's internal organization. Cathay
eventually recognized this fact and turned to outsourcing to focus on its core competency, customer service and transportation.
Outsourcing should only be implemented when a company's core competitive advantages are not affected and then when...show more content...
As a manager, deciding whether to use third party solutions that impact your core competencies, those cost savings benefits must outweigh the
investments costs.
IBM becoming involved is a similar situation, the economy as a whole receives cost savings, which CP receives a portion of, but also competitors
can immediately match those savings. When IBM took over the data centers in Sydney, it allowed IBM to import best practices from across the
globe and also allowed the full capacity of the data centers to be utilized by serving additional clients. Best practices bring lower costs to an operation
and higher capacity usage brings greater revenue, all good things but again CP only gets a portion and IBM receives the rest.
While costs and benefits are the ultimate management decisions, a coherent strategy from management allows IT professionals to more accurately
estimate these value decisions. This is the critical area where CP made its mistakes. Due to the financial situations caused from 9/11, the new airport
and China taking back Hong Kong; CP shifted to survival mode and cut costs by outsourcing indiscriminately. This damaged the company a few years
later, because many of those decisions were reversed with the EVOLVE IT strategy.
Ultimately, CP did a poor IT job because all they did was recognize a problem, escalating

Henry Tam and Mgi Team Case Study Analysis.
BACKGROUND
Henry Tam and the MGI Team have three weeks to submit their business plan to HBS and are struggling to define roles, make decisions and resolve
conflict.
MGI's team has diverse talents: Igor and Roman are accomplished musicians. Sasha has a keen business and finance acumen, Alex has substantial
experience in music and business, Dav is software developer and an MBA student at MIT, Dana is a finance and banking major and currently a HBS
MBA grad while Henry is an investment banker, has experience in business development and is currently also an HBS MBA graduate student. MGI's
product is a critical success but a commercial failure. The founders wish to market it as a game while the student team believes it should be used as an
...show more content...
"Successful management of diverse groups requires knowledge of group dynamics and conflict management and an understanding and acceptance of
differences among people"[17]. Henry should adhere to Dana and Sasha the common goal but give them different responsibilities that distance them
working directly.
The third team problem was that norms and values were not identified. Their main problem was the repetitive decision making process with no
consensus.The objectives of their meetings where not stated nor was there proper time management. Henry should prepare an agenda of objectives and
communicate them clearly to the group prior to the meetings. He should appoint Dana as minute taker for the meetings to ensure schedule is followed
and necessary post meeting actions clearly stated and executed.
Finally, the conflict between the team members presented another team problem. The three founders had some conflict among themselves. Sasha and
Dana stereotyped each other and was always in opposition. Henry acted as the compromiser to resolve the conflict between Sasha and Dana using the
compromising technique but should exercise preventative strategies.
MGI should look for a neutral third party leader with plenty of industry expertise and teamwork leadership skills in the long run. Dana had
commented, "We need one more person to make the whole thing work: someone with seniority and a deep knowledge of the market..."[23] . The team
members were in

Research in Motion HBS Case
Research in Motion: The Mobile OS Platform War; and Netflix
The company you work for has just woken up, smelled the coffee, and realized the potential impact of disruptive innovation on its strategy and its
ultimate survival. In particular, your company wishes to avoid Research in Motion (RIM)'s fate in the smartphone devices and mobile operating
software systems markets. As part of your company's reassessment of its current situation, you have been tasked with providing an overview and
summary analysis of RIM's organizational strategy during those critical years when RIM went from dominant market leader to little more than an
inconsequential player in the smartphone devices and mobile operating software systems markets. Your analysis...show more content...
While our competitors adopted cost leadership and differentiation strategies, we remained the same in our positioning strategies. We remained
defenders of our practices and our competitive prospectors overtook us in the market. On a firm level, strong market commonality and resource
similarity put us in a place for direct competition that we distinctively overlooked. Because we started out strong with creative and innovative designs
in the mobile market, there was a chance we could have kept our dominant design. However, we lacked management of technological innovation
because we did not keep up with the technological cycle by "birthing" new technology. We needed an innovation stream to protect our company from
competitors. Instead, technological discontinuity came into play; discontinuous change overtook us with design competition and our dominant design
fell behind. We fell into a technological lockout when companies like apple advanced their technology to touch screens and Google used
speech–to–text features. We kept using our trackballs and keyboards. Incremental change only kept feeding our competitors improvement while we
lagged. Lastly, in regards to disruptive innovation, we produced a product that was too sophisticated too fast. People weren't ready for the BlackBerry
when it first came out causing it to be too complicated for many consumers in the market. Yes, we

1. Unfreezing a fragmented Ogilvy & Mather out of the Ice Age. Charlotte Beers tries to turn around Ogilvy by implementing a strategy based on
differentiation. However, Ogilvy's organisation and culture are obstacles to this process. She has therefore to unfreeze the situation first to allow
change to be implemented through a communal culture and a collaborative organisation. Evidence of a crisis are numerous: Major accounts have
been lost (Amex); Revenues and earnings are in decline; Agencies services are increasingly commodities; Staff morale is low; O&M culture is
fragmented. It is low on both sociability and solidarity as defined by Goffee and Jones. Individual offices are run independently (low solidarity) and the
historical...show more content...
The "Chewton Glen Declaration" is also compromise prowess to nurture Beer's network. Apparently adressing O'Dea, Wright, Harry and Reid's
request for a strategy, it is actually Beers' vehicle to connect personally with them. Thus, point 1 addresses O'Dea frustrations, point 2 favours Wright's
integrated approach and point 3 is along Reid and Thedens financial discipline priority. The only reported structural outcome, the WCS division, is also
telling. WCS supervisors are instantly an influential network for Beers ideas: ГјTheir past status was unsatisfactory (=> low resistance to change);
ГјTheir exposure to global accounts goes Beer's way; ГјThey have extra credibility as insiders. As a result, Ogilvy's vision is a masterpiece that:
ГјAligns the core disciplines around a shared concept ("brands"); ГјAppeals to its internal audience (O&M staff value their O&M brand); ГјIncreases
solidarity through its shared goals; ГјAppeals to customers too. 3. Keep "moving" people, start moving boxes and bucks too. Charlotte Beers
immediate challenge is to refine her vision into a strategy. To establish goals and allocate resources in a comprehensive manner will require a more
structured communication, the

Real Madrid Essay
REAL MADRID CASE STUDY
Summary
Real Madrid is one of the most storied sports franchises in the world. It is one of the few sports teams with international appeal to a very broad fan
base. This case delves into how Real Madrid transitioned from a good soccer team with a winning history into the global sports juggernaut we know
today.
We first examined Real Madrid's revenue streams and found that from their inception through the 1970s their business model was based almost entirely
on their ticket sales. After the 1970s up until 2003 they had some media rights, a small merchandising department, and some other negligible streams of
income. It was in 2003 that team President Florintino Perez decided to make Real Madrid into a...show more content...
Execution of each stage allowed Real Madrid to take in revenue through several streams such as match day and international competition,
marketing(merchandise sold at the clubs web site and stores, sponsorships, fan cards, etc.'), broadcast and pay–tv revenue (Exhibit 1).
The club further evolved to identify 4 brand drivers that Perez stated would "nurture and project the Real Madrid brand worldwide." The first was the
size of the audience, secondly the frequency in which the audience engaged with the brand, thirdly, the socio–demographic characteristics of the
audience and lastly, bridges that could be built to link the brand and the audience. Each of these changes reflected the clubs transition to a global brand
with marketing capability.
Growth opportunities for Real Madrid existed in both new and existing markets. With content seen as the product, opportunities to provide new content
to current markets were available through pay–tv and new technologies like movies, video games and use of the Real Madrid website. The website
could also be used to for additional merchandising as well. For new markets, winning on the field was translated to good content and provided Real
Madrid with an advantage over other clubs in the battle to recruit new fans from international markets.
The greatest risk to Real Madrid's revenue streams was the prospect of losing on the field. Ideally, the

An Analysis of HBS Case
1. Why is Warburg, Pincus proposing a different fee structure from the standard arrangement?
A five forces analysis of the Private Equity Industry reveals that Warburg is shifting its fee structure to take advantage of limited customer bargaining
power from its customers while trying to finance its access to increasingly scarce investment opportunities and deny it to its rivals through a price–war.
Warburg, Pincus is proposing to shift its fee structure by lowering its carried interest from 20 to 15% of any capital gain while rising its management
fee from 1 to 1.5% of committed capital. Meanwhile, it aims at raising a record–breaking $ 2 billions "mega–fund".
One explanation is that Warburg is opting for a low price / high volume...show more content...
The Incentives' similarity reflects the difficulty to differentiate venture Capitalists on the basis of any easy–to–quantify parameter. What is key is to
align the interests of both the general and limited partners. This is made through the detailed structure of the fees not their base percentages.
Exhibit 4 shows that over 300 Venture Capitalists out of 441 retain 20% of the profits their investments generate and the rest is in the 20/25% range
except for the odd outliers at 10, 15 and 30%. Exhibit 5 indicates that the correlation with the size and age of the Private Equity organisation is rather
weak and that the objectives of the funds and historical trends are no better predictors.
The industry being very fragmented (76 Private Equity organisations only have a market share above 0.7%), it may reflect a weak pricing power from
those organisations and commodity pricing. However, it seems counter–intuitive in a business with risky and complex decisions have to be made.
Indeed, it is more critical to align the interests of the general and limited partners through proper incentives than to haggle over the base percentage of
the carried interest and management fee. This explains why many evolutions in the industry have revolved around refining the fees' structures like
moving away from fees based on net asset value or investees' indebtedness and introducing hurdle rate.
3. What are the financial

Essay on Solution HBS Case Study Kent Chemical
HBS Case Study Solution Kent Chemical: Organizing for International Growth Table of Contents 1Initial Problems3 1.1Introduction & Problem
Identification3 1.2Link of KCP's Strategy to Porter's Generic Strategies4 1.3A Suitable Vision for KCP and KCI5 1.4Kent's Fundamental
Organizational Challenge5 1.5Task Analysis and Role Assignment6 1.6Why These Problems Emerged Now and not Earlier in the 1990s6
2Unsuccessful Responses7 2.1Changes Morales Made7 2.1.1The GBD Concept7 2.1.2World Boards8 2.2General Options for Organizational Design of
Kent Chemical8 2.3Could the GBD Concept Have Worked?9 3Sterling Partner's Recommendations10 3.1New Management Challenges10 3.2What
Kent got for $1.8 Million11...show more content...
In detail, Kent definitely suffers from its inability to adequately coordinate its businesses due to its misarranged organizational set–up. Therefore both:
in terms of the structure of Kent's international organization KCI and especially the organizational linkages between the domestic and overseas
divisions, withholding the company from adequately coordinating issues with global implications. In addition to these problems regarding Kent's
overall organizational structure and organizational linkages, there are also the more intangible continuing problems of poor relations and
communication between the domestic–based business and the international subsidiaries. These manifest themselves as several facts: First of all, the
U.S.–based organization failed to adapt demands for change, second, the U.S.–based business divisions have been unwilling to grant any autonomy to
the international divisions and third the international subsidiaries, having a long history of independence, reacted to such treatment by resisting to
being controlled and or managed by the domestic–based business divisions. These problems Luis Morales faces as the President of KCI when he began
pursuing an international expansion strategy. In the chapter 2, the problems will become investigated more detailed to show where the different causes
for unsuccessful organizational changes come from. The strategies used are

Essay about Hbs Case Study
Midland Resources 1.How are Mortensen's estimates of Midland's costs of capital used? How, if at all, should these anticipated uses affect the
calculations? The cost of capital is the minimum acceptable rate of return for new investments in the corporation. Estimates of Midland's cost of capital
are used in many analysis within Midland, including asset appraisal for both capital budgeting and financial accounting, performance assessments,
M&A proposals, and stock repurchase decisions. These estimates are used at the divison or the business unit level and also on the corporate level.
When asses the cost of capital on different levels of business, managers must invest in new ventures that have an expected rate of return higher than
...show more content...
Should Midland use a single corporate hurdle rate for evaluating investment opportunities in all of its divisions? Why or why not? Each division has
different business operations which has different risks. 4.Compute a separate cost of capital for the E&P and Marketing & Refining divisions. What
causes them to differ from one another? Assume the business is on–going for a long period of time. We use 4.98% rate as Rf from 30 years U.S.
Treasury bond. Rd=Rf+Spread to Treasury Cost of Debt:: E&P: Rd=4.98%+1.60%=6.5 ,8% Refining & Marketing: Rd=4.98%+1.80%=6.78%
Cost of Equity: For EMRP, Midland adopted the estimate of 5.0%. We assume the Beta for Exploration & Production and Refining & Marketing is
the average of the companies listed in Exhibit 5, which are 1.15 and 1.20, respectively. We also ass`ume the company's Beta is the weighted average
of the three operations an assets level, which is 1.25. Then the Beta for Petrochemicals is calculated to be 1.91 Exploration & Production:
Re=4.98%+1.15(5%) =10.73% Defining & Marketing: Re=4.98%+1.20(5%) =10.98% WACC: Exploration & Production: WACC=6.58%*46.0 %*(
1–40%) +10.73 %*( 1–46.0%) =7.61% Refining & Marketing: WACC=6.78%*31.0 %*( 1–40%) +10.98 %*( 1–31.0%)

Aes
1. How would you evaluate the capital budgeting method used historically by AES? What's good and bad about it? Historically, the AES capital
budgeting method primarily used the following assumptions: All nonrecourse debt was regarded as good Dividend cash flow were considered
equally risky Project was evaluated by the equity discount rate for the dividends from the project A 12% discount rate was applied to all projects. The
historical method is quite simplistic in terms of project evaluation as it ignores the volatility in the market and the economy, it is more suited to a
domestic market and a constant discount rate across all projects is usually unrealistic as projects usually have varying risks...show more content...
4. What is the value of the Pakistan project using the cost of capital derived from the new methodology? If this project was located in the U.S., what
would its value be? The value of the project is as follows: (using the rate calculated in Question 2) [pic] If the project was based in the USA, the rate
would be re–calculated as follows: [pic] The value of the project is as follows: (using the US–based rate calculated above) [pic] 5. A) How does the
adjusted cost of capital for the Pakistan project reflect the probabilities of real events? The adjusted cost of capital consists of sovereign risk, default
risk, business risk and project–specific capital structure. Regarding the Pakistan project, the rate firstly reflects the specific country risk by adding a
sovereign spread to both cost of debt and cost of equity. It is the extra return for doing project in that specific country. Secondly, the adjusted rate
adds default spread to the cost of debt. It is the extra required return for the possibility of debt default. Thirdly, the new rate also directly adds
undiversifiable project specific risk, also known as business risk, to the cost of capital. This addresses the risk of specific risky events by allocating
grades and weights based on the relevance of the risk. The events cover varied areas, and indicate the possibility of adverse movements in areas like
currency, regulation, contracts and operations. B)

Hbs Mt. Everest Case Study Essay
HBS Case Review: Mt. Everest Case Study
Introduction
The case of Mt. Everest focuses on two commercial expeditions, Adventure Consultants and Mountain Madness, and the tragic event on May 10,
1996. These two commercial expeditions were lead by Rob Hall and Scott Fischer, and were consisted of 20 members. Both leaders were experienced
climbers, but due to several factors, the expedition resulted into five deaths including Hall and Fischer. The event has thought managers to evaluate the
importance of leadership together with its internal and external factors that managers should consider to survive in the high risk business world.
Case Study Questions
1) Why did this tragedy occur and what are the root causes of this disaster?...show more content...
Lack of psychological safety within the team members failed to fix cognitive bias of irrationality. If members developed trust within the team,
cognitive bias could have been prevented or at least minimized. The truth that climbers might make irrational decisions and find it hard to turn
back when they are so closed to the summit was obvious, but teammates seeing this problem did not speak up since they did not feel that their
thoughts were welcome and felt uneasy. More cognitive biases could also been prevented to lessen the complex system of the expedition. Since
climbing Mt. Everest is already a high risk venture, any additional problems such as irrational decisions can cause a crisis. Using the early sign of
issues with Hall's team's progress, it was obvious that the probability of failing the expedition was high before the team even started. Hall could have
used the issues as a sign of the complex systems that exist, and could have used this knowledge to prevent any irrational decisions. The complex
systems and the lack of psychological safety also contributed to the tragedy. The team members failed to communicate and trust each other, which then
added more problems to the complex systems. For instance, Boukreev's could have spoken up to his team leader, Fischer, about his concerns regarding
his team members lacking experience to begin with. By speaking up, he could have prevented more chain reaction due to lack of communications and
feedback within the

Essay on Lisa Benton Hbs Analysis
Lisa Benton Case Analysis Benton is a Harvard educated MBA who chose to work at the Home care Division of Houseworld based upon the classical
marketing training in a structured environment from an industry leader over Right–Away which she had interned at. Benton was informed she would
become a product manager within 2 to 3 years, yet was not informed of the importance of her performance in the first year. She was informed that
the product manager's responsibility was to groom his or her associates to be "promotable". Benton was assigned Deborah Linton as her product
manager who informed her of her dislike for MBA's with "MBA's act like they know a lot more than they do." & "the only way to learn is on the
job and your formal...show more content...
Yet as a result of her desire to not interrupt and be consistently polite she decided to go to the inferior, Scoville. This associate manager specifically
has set her up for failure with the recommendation that she will have to stay late, which is detrimental to her goal of advancement. Benton also
consistently agreed to do his work which undermined her with her manager Vernor, and she was told that she is in "learning mode" for the first
several months. Benton has not stood up for herself and clearly pushed for these defined objectives that would dictate what is secretarial work and
what is her job so she is not at fault again. This has resulted in negative feedback from Linton which causes further cognitive dissonance as this is not
the view she has of herself as a person who is quiet and not taking charge. Furthermore, Scoville has complained of not getting promoted which leads
one to think that Scoville could possibly be giving her untrue advice in order to make her unlikely to get a promotion. Furthermore, Scoville &
Benton both understand how important the first year is for her advancement and thus by giving her the wrong advice, he is significantly limiting her
advancement. Benton's desire to not cause any trouble also carried over when she was consistently insulted for being educated with her Harvard MBA;
by not establishing right away that this was unacceptable behavior and not communicating effectively she set herself up for insults,

Essay about Patagonia Hbs Case
Question 1: How successful has Patagonia been as a company? Evaluate Patagonia's strategy. Analyzing the industry using Porter's Five Forces, it can
be seen that the Outdoor Apparel industry is very competitive. The threat of entry is very high, with several large conglomerates making acquisitions
in the industry and established apparel companies such as Polo Ralph Lauren making expansions into sports apparel. With several brands such as
North Face in the high end of the industry, as well as Columbia and several private labels dominating the middle and lower ends, a large number of
substitutes are available. Buyers have large bargaining power, as end consumers could easily switch to another brand, while at the same time
wholesalers are...show more content...
Dirtbags want outdoor apparel that will be able to perform in extreme conditions. Patagonia tapped into that market segment by offering high quality
products that can deliver the required performance, increasing the perceived benefit received by the consumer and thereby allowing Patagonia to
charge higher prices for their products. Having identified the target market of their products, Patagonia was also able to more effectively develop
innovative new products. Knowing that their core users wanted high performing fabrics and that they were willing to pay for it, Patagonia was able to
make the necessary investments to develop superior fabrics over longer development cycles than their competitors. The new innovations in fabrics and
materials trickled down from the higher end lines like Alpine, allowing Patagonia to add value across all their lines and maintain a high price point. To
develop the innovative and high–quality products required by their customers, Patagonia succeeded in a third strategic area, specifically quality
control. Despite being a huge cost for Patagonia, quality control was necessary to enable them to deliver on the two aforementioned strategic goals. To
obtain a high level of quality, Patagonia developed long term relationships with reliable vendors for production of goods and procurement of materials,
which resulted in a drastically lower defect rate than competitors

Hbs Dell Case Study Analysis Essay
Dell Computer Case Study Nova Southeastern University Dell's Success Michael Dell at the age of 19 founded Dell in 1984, a company best known
for selling affordable personal computers and laptops. As a pre–med freshman at the University of Texas at Austin, Michael starts a new computer
business under the name of PC's Limited. His vision carried over to Dell with the idea of customer experience as a differentiator with risk–free returns
and next–day, at–home product assistance. Dell a very successful company though out the years made Michael Dell the wealthiest man in Texas. By
2011, the company has its best solutions portfolio ever and celebrates the largest single–year revenue increase in company history. Dell's success is
based on...show more content...
Dell over time has been a very successful company even though it has had to fight off strong competitors in Apple, Microsoft, and Acer. Although
Dell's revenue has remained within a narrow margin, growing by only 1.5% from 2008 to 2012, its net income after taxes has grown by 18.5% within
the same time period. Dell today has greater diversity in its solution offerings and broader geographic footprint. Both storage and security are higher
margin products and with the acquisition of EqualLogic, Compellent and recently SonicWall, Dell's margin story continues to improve. However, over
the years the company has been plagued by serious problems, including declining sales, misreading the desires of its customers, poor customer service,
suspect product quality and improper accounting. In May 2012, Dell forecast second–quarter revenue that fell short of analysts' estimates as businesses
held off on buying PCs, and smartphones and tablets ate into the company's sales. Dell has been hurt by demand for Apple's iPhone, iPad, and other
mobile devices that are replacing notebook computers. These threats are constant in the tech industry since its evolvement is very fast and it is always
targeting having as much information and tools as handy as possible. Dell boomed during the years in which companies refreshed their computers at a
regular pace to keep up with faster chips and quickly evolving hardware. Large organizations

Banc One HBS case Essay
Banc One
Case Analysis
Case Summary Banc One has a problem with the alignment of two of its important strategies: (1) rapidly acquiring profitable banks and (2) sustaining
high returns while mitigating interest rate risk. Banc One has been very successful in acquiring banks, and much of this is done through the sale
/transfer of Banc One's stock. This strategy relies heavily on Banc One's ability to maintain a high stock price. The second strategy – high returns with
mitigated interest rate risk – relies heavily on the use of interest rate swaps. This use of interest rate swaps has become concerning to investors – due to
its complicated nature,...show more content...
Purchasing options, forward, or future contracts. In this way the bank can reduce the uncertainty in the future by entering into an agreement with set
terms for a specific date. Thus, if the interest rate moves in an unfavorable direction, the bank has the option to use these tools in order to mitigate the
impact of the change on its balance sheet.
What are the advantages and disadvantages of using swaps rather than these other means?
Advantages:
There are no capital reserve requirements specific to swaps. Swaps do not appear as assets on the balance sheet and thus they are not accounted for in
the capital requirement calculations for the bank. This frees capital for the bank and at the same time brings insurance against its interest rate exposure.
Swaps give flexibility and allow the bank to design the contracts in a way that fits its needs. Banks can tailor the durations, rates and other terms of the
swap contracts and make it specific to the current situation of the bank. Furthermore, they can easily communicate with other banks in order to
construct contracts, which benefit both sides.
Swaps can also improve the bank's liquidity – It can invest in short–term instruments and thus avoid locking in its funds in long–term securities. At the
same time it can add swaps to its portfolio in order to mitigate some of the interest rate risk involved in the investment of short–term

CASE 2: VALUING CAPITAL INVESTMENT PROJECTS CORPORATE FINANCE GROUP Y Growth Enterprises, Inc When valuing any
project, the free cash flows must be determined in order to be able to successfully implement any method of capital budgeting. Growth Enterprises is
currently considering four projects. Each has an equal required initial investment of $10,000,000 which is followed by a set of cash flows different
for each project. Depreciation figures for each project were calculated on a straight–line basis. For project A, we used a one year depreciation since we
were only given the first year revenue, two years for project B and three years for projects C and D. The required taxes for each project were
determining by calculating...show more content...
On the other hand, when using a 35% WACC, to calculate project NPV, we would only select project D because it's the only project with a positive
NPV. When we consider the projects as mutually exclusive, then with a 10% WACC, the best project would be C with the highest NPV and a
reasonable IRR. Although project D has a higher IRR than project C, we believe that a project with a higher NPV would be better since it gives us
a value instead of a percentage and is considered a more accurate determinant of project value. When selecting a mutually exclusive project using a
35% WACC to calculate NPV, the best project would be D because as mentioned before, it's the only project with a positive NPV. We can see from
the analysis that once the WACC increased from 10% to 35%, the NPV's for each project dramatically changed. Project A using 10% has a
negative NPV which becomes a much larger negative NPV using 35%. At the same time projects B and C changed for positive NPV to negative
NPV, which strongly influenced our project selection decisions. Finally project D maintained a positive NPV using 35% but the number got
dramatically lower after using the higher WACC. (Refer to exhibit 3) We can see that when we use a higher WACC it will directly affect our project
selection decisions. When a used a 10% WACC was used, the resulting NPVs offered us several attractive

1. What are the problems?
Market leadership and technological innovation have marked Sealed Air's participation in the U.S. protective packaging market. Several small regional
producers have introduced products, which are less effective than Sealed Air's but similar in appearance and cheaper. The company must determine its
response to this new competition. The company is faced with a difficult choice of choosing from a range of feasible options ranging from doing nothing
to introducing a new product. This has raised product line management issues, particularly cannibalization, and affords the opportunity for the
development of a marketing plan for any new product introduction. The timing of launch and any change in policies for Air Cap...show more content...
Here market share of Sealed Air was 22% and declining.
The learning from this endeavor can be used in the European markets.
GAFCEL not only competed on price basis but also on quality (quote '....made a "decent product" in Hauser's estimation'). SA could leverage its high
quality production facilities. Another relevant parallel would be – In Germany and France uncoated manufacturers with better production facilities
were eating into SA's market share.
The other option of reducing price or distributor's margin (to match GAFCEL's offering) may have a detrimental impact on the bottom line.
Distributor Truckload Price 3/16 in ВЅ in
GAFCEL $31.63 $36.03
Air Cap $43.50 $65.35
In this case we have taken the minimum price offered by Air Seal.
SA could also consider entering the food packaging industry.

4. If so, what marketing program would you propose for uncoated?
Product/price specification
It should launch uncoated products matching SO–22 (3/16in) and LO–22 (1/2in) offerings of GAFCEL. It should further launch a product in the 5/16in
category so that it attacks its competitors from all fronts and may also help in capturing any untapped market potential.
3/16 in ($) 5/16 in ($) 1/2 in ($)
Distributor Truck Load 30.5 32.5 35
SA Dollar Margin 11.5 12.5 14
Brand identification
These products should be marketed under the umbrella brand of SA. But an identity distinct from Air Cap should be created. Since like the European
markets, New York

Trendsetter HBS Case Analysis
2010
[Type text]
Emerging
Company
Finance
FNCE 480 – Final
Frank
Kurupacheril
[TRENDSETTER'S TWO ROADS]
Trendsetter, Inc – a warehouse and distribution solution software company for clothing retailers is faced with the usual dilemma. They are running out
of seed money that the founders contributed. Now they have received two term sheets from prospective VC's. The ball is in the founders' court who
have to choose one after weighing pros and the cons.
Contents
Introduction .................................................................................................................................................... 3
Basic valuation...show more content...
There is a reserved section of 2.5M shares in addition to the 4.5M common shares. Dividing the total shares of 12M gives the investors and the
founder's 42% and 38% respective ownership in the firm.
Mega Fund
Valuation
pre–money investment post–money
Capitalization
common option pool–reserved: of which granted:

Series A
Total
$
$
$
7,000,000.00 Share price
5,000,000.00
12,000,000.00
Shares
4,500,000
2,500,000
$1.00
Granted before
Ownership
38%
21%
929,889
5,000,000
12,000,000
42%
100%
From a basic valuation perspective, Alpha is a better deal for the founders. The reverse holds good for the investors. Note that Alpha initially valued
the firm at a much lower value and then came back with a better approximation. But from the ownership perspective, the founders have larger control
with 38%
Emerging Company Finance FNCE 480 –TrendSetter, Inc | Basic valuation
4

in the Mega term sheet. Note that the 350K difference in the pre–money valuation comes precisely from the $0.05 share price difference between the
two offers. As a founder, one wouldn't want the escrow clause because their ownership falls 1% while the ownership of the investors rises by 3%.
Liquidation
Alpha possesses a liquidation preference which allows the investors to make a choice between the equity returns during liquidation. Trigger events

Hbs Case Study Guid
EHarvard Business School Management Consulting Club Case Interview Guide Harvard Business School Management Consulting Club Case
Interview Guide Cases contributed by Management Consulting Club and consulting companies. Note: Case guide is strictly for the use of current HBS
Management Consulting Club members. No part of this document may be reproduced or transmitted in any form or by any means–electronic,
mechanical, photocopying, recording, or otherwise–without the permission of HBS Management Consulting Club. TABLE OF CONTENTS
INTRODUCTION: OVERVIEW OF THE CASE................................................................................................................................ 1 OVERVIEW OF
CASE...show more content...
51 PRACTICE CASE 10 (TRAVEL AGENCY) ................................................................................................................................................. 53
PRACTICE CASE 11 (HOSPITAL) ............................................................................................................................................................. 55 PRACTICE
CASE 12 (E–GROCERY) ......................................................................................................................................................... 58 PRACTICE CASE 13
(FORMULA PRODUCER)........................................................................................................................................... 61 PRACTICE CASE 14
(PHARMACEUTICAL COMPANY) .............................................................................................................................. 64 PRACTICE CASE 15
(SCOTCH MANUFACTURER) .................................................................................................................................... 70 PRACTICE CASE 16
(REGIONAL JET CORPORATION) .............................................................................................................................. 79 PRACTICE CASE 17
(BRITISH TIMES)

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