Harris

Case Solution for Harris Corporation: Financial Benchmarking

Complete Case details are given below :

Case Name :      Harris Corporation: Financial Benchmarking
Authors :           Mark E. Haskins
Source :             Darden School of Business
Case ID :           UV1030
Discipline :        Accounting
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This field-based case describes the approach and decisions used by Harris Corporation’s vice president of supply chain management and operations to establish a set of financial benchmarks. It requires students to use those benchmarks to decide what areas need focus to potentially raise the company’s financial results and elevate its financial performance through specific actions within its supply-chain group.
 
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Case Solution for Smith, Barney, Harris Upham and Co., Inc.

Complete Case details are given below :

Case Name :      Smith, Barney, Harris Upham and Co., Inc.
Authors :           Robert M. Conroy
Source :             Darden School of Business
Case ID :           UV0074
Discipline :        Finance
Case Length :    03 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Students develop an understanding of put-call parity from the trader’s perspective, allowing them to examine the practical aspects of how arbitrage works in the options markets. The setting for the case is just before the introduction of put options in 1977. After a four-year experiment trading call options, the U.S. Securities and Exchange Commission (SEC) is about to begin the trading of put options. Ed Burton, a trader at Smith Barney, is faced with establishing trading strategies based on put-call parity.
 
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Case Solution for Frank Spence

Complete Case details are given below :

Case Name :      Frank Spence
Authors :           Robert S. Harris
Source :             Darden School of Business
Case ID :           UV0261
Discipline :        Finance
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case features an entrepreneur who must decide whether to sell his small distribution company. The case explores several issues for class discussion: (1) valuation of a private company, (2) assessing the entrepreneur’s perspective and alternatives, (3) deal structuring (including earnouts), (4) risks and their effect on value, and (5) advice from a banker’s perspective.
 
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Case Solution for Lehman Brothers: Crisis in Corporate Governance
Complete Case details are given below :
Case Name :      Lehman Brothers: Crisis in Corporate Governance
Authors :           Randall D. Harris
Source :             North American Case Research Association (NACRA)
Case ID :            NA0176
Discipline :        Strategy
Case Length :    22 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case details the desperate negotiations in September of 2008 to prevent the failure of the New York investment bank Lehman Brothers. Following the collapse of the U.S. subprime mortgage market in February of 2007, a downturn in the global financial markets began to accelerate. Lehman Brothers, heavily exposed to the U.S. subprime and commercial real estate markets, began to experience increasing levels of distress. Looking for a merger to save the company, Chairman of the Board and Chief Executive Officer Richard “Dick” Fuld began to actively seek a buyer for the company. Rebuffed by several potential suitors, Fuld instructed his attorney to approach Bank of America about a deal. Negotiations between Lehman Brothers and Bank of America ensued and were encouraged by U.S. government officials. Talks between Lehman and Bank of America failed. After conversations with Barclays Bank about a bid for Lehman also stalled, Dick Fuld was isolated from the discussion and U.S. government officials began to directly manage the negotiations regarding the fate of Lehman Brothers. In a critical moment, U.K. financial authorities balked at a proposed deal to save Lehman. The Lehman Brothers board of directors was monitoring these negotiations and met four times over the weekend of September 13th and 14th. During the fourth meeting, a U.S. government official addressed the board and stated that a Lehman Brothers bankruptcy would be in the best interest of the nation. The Lehman Brothers board was now faced with a stunning dilemma: whether to further stall for time, vote against the expressed wishes of U.S. government officials, or acquiesce to the bankruptcy of the company.

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Case Solution for Goldman Sachs and the Big Short: Time to Go Long?
Complete Case details are given below :
Case Name :      Goldman Sachs and the Big Short: Time to Go Long?
Authors :           Randall D. Harris
Source :             North American Case Research Association (NACRA)
Case ID :            NA0284
Discipline :        Finance
Case Length :    30 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
On August 21, 2007, David Viniar, Chief Financial Officer of Goldman Sachs, received an e-mail from a trader in Goldman’s Mortgage Department. In the e-mail, addressed also to Goldman Co-Presidents Gary Cohn and Jon Winkelreid, Joshua Birnbaum outlined a proposal for the firm to move from a net short position in subprime mortgage securities and derivatives to a net long position. Birnbaum claimed that the net long position would not only be profitable but also reduce Mortgage Department and firm-wide risk. This proposal came at a critical time for the subprime mortgage markets in the U.S. and around the world. Subprime mortgage originators such as New Century had filed for bankruptcy. Two Bear Sterns hedge funds that traded subprime mortgages had collapsed. The turmoil had also spread to global markets. Goldman Sachs, unique among New York investment banks, had anticipated the downturn in the subprime mortgage markets and had positioned itself to profit from the meltdown. Now, at a critical juncture, traders on the front lines of the subprime mortgage markets wanted to reverse Goldman’s net short position and go net long. David Viniar knew that the decision to go long could not be taken lightly and would have major implications for the firm, the firm’s overall levels of risk and possibly the firm’s survival. Goldman’s board of directors and key board members had been monitoring the firm’s subprime exposure and would likely want to be consulted regarding such a consequential decision.

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Case Solution for Unauthorized Disclosure: Hewlett-Packard’s Secret Surveillance of Directors and Journalists
Complete Case details are given below :
Case Name :      Unauthorized Disclosure: Hewlett-Packard’s Secret Surveillance of Directors and Journalists
Authors :           Anne T. Lawrence, Randall D. Harris, Sally Baack
Source :             North American Case Research Association (NACRA)
Case ID :            NA0050
Discipline :        Business Ethics
Case Length :    16 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2006, Hewlett-Packard (HP) admitted it had hired outside investigators to spy on members of its board of directors and journalists to uncover the source of several leaks of confidential board deliberations. The investigators used methods, including “pretexting” (using an assumed identity in order to access others’ telephone records), which were possibly illegal and almost certainly unethical. This case uses company e-mails, internal reports, meeting minutes, and published memoirs and interviews to present various perspectives on HP’s leak investigations, including those of its non-executive chairman, CEO, former CEO, board members, managers, and investigators. What problem was HP attempting to address? Did the board’s behavior conform to accepted standards of good corporate governance? Were the investigation’s methods ethical? What, if anything, should the company and its chairman, Patricia Dunn, have done differently? How could HP’s new CEO, Mark Hurd, best assure effective governance and ethical behavior in the future?

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