Venture

Case Solution for Hotel Vertu: Financing the Venture in the Boutique Hotel Industry

Case Solution & Analysis for Hotel Vertu: Financing the Venture in the Boutique Hotel Industry by Howard H. Stevenson, Michael J. Roberts.

Complete Case details are given below :

Case Name :      Hotel Vertu: Financing the Venture in the Boutique Hotel Industry
Authors :           Howard H. Stevenson, Michael J. Roberts
Source :             HBS Brief Cases
Case ID :           917505
Discipline :        Entrepreneurship
Case Length :    15 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
Two recent MBA graduates are considering a business opportunity in the boutique hotel industry. Having found a seemingly attractive property in Savannah, Georgia, Yvonne D’Arcy and Elisabeth Whiting face questions about financing, deal structure, and unequal power dynamics. This case covers opportunity analysis, financing and deal structuring, and partnership issues. Students are asked to assess the overall financial returns on the project and how those returns should be parsed between investors and owners. Students also examine how the deal with investors should be structured. Exhibits include a Letter of Agreement between the founders, the hotel’s historical performance data, the project budget, financial forecasts, and cash flow and return projections. The HBS Brief Case series contains two cases on Hotel Vertu. Both cases are set within the same disguised context, but take place two months apart. The earlier case, Hotel Vertu: Analyzing the Opportunity in the Boutique Hotel Industry (917-501) overlaps with this case, but focuses more on the nature of the opportunity itself, an industry analysis of the boutique hotel segment, issues related to early career entrepreneurship, and only hints at the power dynamic between investors and entrepreneurs. Although each case can be taught on its own (i.e., students do not require data or knowledge from one case in order to benefit fully from the other), the two can be paired in order to give students a more complete sense of the challenges that aspiring entrepreneurs may face. If both cases are taught, it is recommended that instructors begin with Hotel Vertu: Analyzing the Opportunity in the Boutique Hotel Industry.
 
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Case Solution for Continental Cablevision, Inc./Fintelco Joint Venture

Complete Case details are given below :

Case Name :      Continental Cablevision, Inc./Fintelco Joint Venture
Authors :           Robert F. Bruner, Katarina Paddack
Source :             Darden School of Business
Case ID :           UV2404
Discipline :        Finance
Case Length :    31 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In February 1994, the senior management team at Continental Cablevision received the final joint-venture agreement from Fintelco, a potential partner in Argentina. The tasks for the student are to review the terms of the agreement, the outlook for the Argentine economy, and the corporate cultures at both companies to decide whether Continental should sign the agreement.
 
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Case Solution for OutReach Networks: First Venture Round

Complete Case details are given below :

Case Name :      OutReach Networks: First Venture Round
Authors :           Susan Chaplinsky
Source :             Darden School of Business
Case ID :           UV6569
Discipline :        Finance
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This introductory case explores the venture capital (VC) and discounted cash flow (DCF) methods of valuing early-stage companies. OutReach Networks is an unusual start-up company in that it was profitable early in its development and did not have to seek VC funding to support its growth. The company has grown quickly and may soon be a candidate for an IPO. In November 2011, an experienced venture capitalist approaches the founder with an offer to invest $30 million in exchange for 30% of the company. While the founder sees some benefit from the VC’s experience in preparing the firm for an IPO and the funding enabling it to scale more quickly, he cannot understand how the VC has arrived at this offer. The founder believes the funding should be worth no more than 15% of his firm. Potential reasons for the disagreement over the valuation are (1) differences in the founder’s and investor’s view of the company’s risk, (2) disagreement over the appropriate set of comparable companies, and (3) differences in the methods used to calculate the percentage equity stake. The case is appropriate for use in courses covering entrepreneurial finance or venture capital.
 
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Case Solution for By-the-Sea Biscuit Company: A Decision in New Venture Analysis

Complete Case details are given below :

Case Name :      By-the-Sea Biscuit Company: A Decision in New Venture Analysis
Authors :           Sherry Finney
Source :             North American Case Research Association (NACRA)
Case ID :           NA0361
Discipline :        Marketing
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Paul Finney and Pat Jobe, long-time friends and future business partners, are proposing the establishment of a frozen biscuit manufacturing operation in the now defunct Clearwater Seafood plant in North Sydney, Nova Scotia. Cape Breton Innovation and Research Council (CBIRC), a private corporation, had recently assumed ownership of the plant and wanted to expand and develop local business by creating an incubator within the facility. Finney and Jobe presented a business proposal to CBIRC in August 2006 and the organization was very excited and believed the idea had promise. Finney and Jobe, although convinced of the merits of the product concept, still had some questions that needed answering before they could make a final assessment on the feasibility of the business. Both were employed full-time and the decision to leave their jobs to pursue this business was not a decision that could be made lightly. The case includes detail on the market structure and demand within the bakery/frozen dough industry. Additionally, the proposed marketing mix, selected target markets, and production/operation plans are covered in depth. Finney and Jobe now need to sift through the information and make a decision on the market size and sales potential for By-the-Sea Biscuit Company. The immediate task facing Finney and Jobe is to determine the sales potential for By-the-Sea Biscuit Company. Based on the projected sales and expenses, the partners must also make an assessment on the feasibility of the business.
 
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Case Solution for Kanzen Berhad: A Proposed Joint Venture with Pacific Dunlop Ltd.

Complete Case details are given below :

Case Name :      Kanzen Berhad: A Proposed Joint Venture with Pacific Dunlop Ltd.
Authors :           Donald J. Lecraw, Boon Lim
Source :             Ivey Publishing
Case ID :            97G004
Discipline :        Business & Government Relations
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In July 1992, Mr. Eu, director of Kanzen Berhad (KB), Malaysia, must decide whether to recommend to the company’s owner and CEO to accept the offer of Pacific Dunlop Ltd. of Australia to form a joint venture in which Pacific Dunlop would buy 30% of KB’s holdings in six subsidiaries in the mattress and bedding industry for RM$28 million. Since its founding in 1978 as Dreamland, KB had been growing rapidly and had been quite profitable. Mr. Lim, however, had plans for expansion into other businesses in Malaysia and, especially, in China. As well, Pacific Dunlop had product and process technology, additional brand names, and management expertise that had the potential to increase the success of KB’s subsidiaries.
 
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Case Solution for Autoliv QB: A Proposed Joint Venture

Complete Case details are given below :

Case Name :      Autoliv QB: A Proposed Joint Venture
Authors :           Donald J. Lecraw
Source :             Ivey Publishing
Case ID :            97G007
Discipline :        Business & Government Relations
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In mid-1995, Mr. Melchor Orosa, general manager of Qualibrands (QB), a Philippine company with interests in the auto components industry, must decide what to recommend to Mr. Toby Gan, the owner of QB, regarding a proposed four-way joint venture between QB, Autobelt (Malaysia), Autoliv (Sweden), and SMACA (Philippines) to produce seat belts in the Philippines. The financial projections look good, but Mr. Orosa is concerned that other aspects of the proposed joint venture might lead to the failure of the joint venture either in total or in reaching its financial and operational goals.
 
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Case Solution for Blinds To Go: Evaluating the Blindstogo.com Retail E-Commerce Venture

Complete Case details are given below :
Case Name :      Blinds To Go: Evaluating the Blindstogo.com Retail E-Commerce Venture
Authors :           Michael R. Pearce, Ken Mark
Source :             Ivey Publishing
Case ID :            901M05
Discipline :        Strategy
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
When Blindstogo.com, the online project of Blinds To Go (BTG), was first proposed in mid-1999 its board of directors was lukewarm to the idea. However, after six months of operation and seeing other retailers go online and the tremendous valuation being given to dot-coms, the board was encouraging BTG to devote more resources to the project. Plans were already in place to further expand their retail store network. Senior management at BTG had received sales, spending and survey results from their retail e-commerce venture. Data obtained from the web site indicated that the people who visited the site were the same people who visited the stores. The vice-chairman of BTG wanted to evaluate the results of this online venture by examining the fit of the e-commerce project within the overall business strategy, to determine where resources should be focused.
 
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Case Solution for Eli Lilly in India: Rethinking the Joint Venture Strategy

Complete Case details are given below :
Case Name :      Eli Lilly in India: Rethinking the Joint Venture Strategy
Authors :           Charles Dhanaraj, Paul W. Beamish, Nikhil Celly
Source :             Ivey Publishing
Case ID :            904M16
Discipline :        Strategy
Case Length :    25 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Eli Lilly and Company is a leading U.S. pharmaceutical company. The new president of intercontinental operations was re-evaluating all of the company’s divisions, including the joint venture with Ranbaxy Laboratories Limited, one of India’s largest pharmaceutical companies. This joint venture had run smoothly for a number of years despite their difference in focus, but recently Ranbaxy had been experiencing cash flow difficulties due to its network of international sales. In addition, the Indian government was changing regulations for businesses in India, and joining the World Trade Organization would have an effect on India’s chemical and drug regulations. The president must determine if this international joint venture still fits Eli Lilly’s strategic objectives.
 
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Case Solution for The Deutsch-Casella Joint Venture and [Yellow Tail]® Wines: Trading Up or Trading Down?

Complete Case details are given below :
Case Name :      The Deutsch-Casella Joint Venture and [Yellow Tail]® Wines: Trading Up or Trading Down?
Authors :           Armand Gilinsky Jr., Raymond H. Lopez
Source :             North American Case Research Association (NACRA)
Case ID :            NA0302
Discipline :        Strategy
Case Length :    23 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In early February 2009, executives from a U.S. wine importer, W. J. Deutsch & Sons (Deutsch), met in White Plains, New York, to try and reach a consensus on how to respond to changes in the marketplace. Wine consumers had begun purchasing less expensive wines, or “trading down,” amidst a global recession in 2008-2009, reversing a five-year “trading up” trend. Inventories ballooned in the wine industry supply chain. Some producers and importers, unable to sell stocks, went into default. After an initial failure in the late 1990s to create an import brand with Casella Wines in Australia, Deutsch found success with the [ yellow tail ] brand – the number one Australian wine export and U.S. import from 2003-2008. John Casella, Managing Director of Casella Wines, suggested repositioning the [ yellow tail ] brand, priced at $4.99 – $5.99 per 750ml bottle, while Deutsch’s founder, Bill Deutsch, and his son, Peter (CEO), could not agree on a strategy.
 
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Case Solution for DePaul Industries in 2012: Financing Growth in a Social Venture

Complete Case details are given below :
Case Name :      DePaul Industries in 2012: Financing Growth in a Social Venture
Authors :           Silvia Dorado, Emmanuel ER Raufflet, Dave Shaffer
Source :             North American Case Research Association (NACRA)
Case ID :            NA0325
Discipline :        Social Enterprise
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Established in 1971, DePaul Industries was a social venture operated as one organization (and for short called DePaul Industries) but legally registered as two 501(c) (3) not-for-profit organizations (DePaul Industries and DePaul Services). DePaul’s mission was to generate employment opportunities for people with disabilities. DePaul operated in three industries that shared three characteristics: they were employment intensive, had paper-thin margins, and were cash-thirsty. DePaul derived most of the funds to finance its operations from revenue from these businesses but had yet to turn a profit. In the past, banks had been willing to provide DePaul with financing (mortgages, credit lines, and factoring loans), but it had always been challenging and it appeared to be increasingly so. Dave Shaffer, DePaul’s CEO, had begun to explore other options, namely social investors, but with little success so far. Considering DePaul’s increasing difficulties to identify suitable financing, Shaffer had begun wondering whether these difficulties were, as in the past, rooted in financiers’ lack of understanding and sympathy towards DePaul’s social venture nature or whether there was something else-the eroding of DePaul’s net assets connected with recent business losses (largely derived from its contract packaging business).
 
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