Category: Harvard Business School Case Study Solutions

Capital Projects as Real Options An Introduction Timothy A Luehrman 1994

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Investment Decisions and Risk Management The capital project decision involves choosing between alternative investment projects that might appear to be equally attractive based on their expected financial performance. An investment project is a long-term commitment. The decision is a major business decision. The choice between different capital projects requires the use of a variety of decision criteria and factors, some of which are: 1. Cash flows, which means the difference between the expected financial benefit and the cost of capital. 2. Return on capital (ROC) and ROI, which reflect

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1 In this chapter, we present an alternative view of the analysis of real options. The main argument of the chapter is that options, properly understood and defined, have no “dead” value, and that they are more accurate and efficient than alternatives in project decision making. Real options provide a rigorous and practical means of analyzing project risk and uncertainty in a manner consistent with the objectives of decision making. Full Report Options and Capital Projects The chapter discusses the use of options and capital projects as real alternatives, as we will see below. Options

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SuperMonkey A PayPerSession Gym Yi Lu Hua Zhang Xiayan Huang

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Radical Transformation at Bayer Dynamic Shared Ownership Boris Groysberg Gamze Yucaoglu

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Radical Transformation at Bayer Dynamic Shared Ownership Boris Groysberg Gamze Yucaoglu Bayer, a German multinational pharmaceutical corporation, recently announced a major restructuring plan to transform itself. In a recent article in The Economist, they talked about the transformation: “We’ve spent years reworking our products and services to deliver a better life for more people at a lower price.” “Our strategy, which is transforming our company, was one of the most ambitious projects we’ve ever

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This essay explores the radical transformation at Bayer Dynamic Shared Ownership (BDS) Boris Groysberg Gamze Yucaoglu (2018) (BGS), where a 24% stake in the company was acquired from Bayer AG (Bayer), and a 10% stake was transferred to a group of private investors including an international private equity fund (CVC Capital Partners LLP) and an investment fund, the BGF (Bayer Growth Fund) (Bayer, 201

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Radical Transformation is one of the main themes at Bayer’s Dynamic Shared Ownership, where the company aims to achieve radical transformation in the way it operates. This is evident in the company’s new corporate identity and strategic plan (“Transforming Bayer into a Stronger, More Responsive Business”). his comment is here The strategic plan is a strategic communication tool that serves as the backbone for the transformation process. Its goals are to achieve the following objectives: 1. Establish a “Better Way” — Bayer int

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In May 2016, Bayer entered into an agreement with the Finnish company HAKKAN, founded by industry-leading entrepreneurs like Jaan Tallinn and Jaakko Oikarinen. Under the terms of the deal, HAKKAN will acquire a 50% stake in the German company. In return, Bayer will receive a 50% stake in HAKKAN, and HAKKAN will acquire 100% of the German company. At first sight, this sounds like a simple business

MediaMath Positioning a RealTime Interface Raymond Pirouz Emily ChenBendle 2013

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Increased advertiser demand for real-time advertising platforms such as those offered by MediaMath surged by more than 50% in the 3rd quarter of 2013, according to a report from eMarketer. The New York City-based company is known for its “smart targeting solutions, audience measurement, and campaign management platforms,” according to eMarketer, a research and marketing consultancy. During Q3, MediaMath’s “Real-Time Advertising Platform (RTAP) grew by nearly 6

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Grupo Bacardi de Mexico SA Lynn A Isabella Ted Forbes 1994

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Grupo Bacardi de Mexico SA (Bacardi) is a Mexican company founded in 1862. At the time of the writing, Bacardi had a market capitalization of $1.5 billion, and was the largest rum producer in the world. Its main competitors were Bacardi Brazil and Smirnoff International. In 2001, Bacardi was acquired by the French company Cazino for $1.4 billion. Bacardi produces, markets, and sells various products, including rum, brandy, and

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To Catch a Thief Explainable AI in Insurance Fraud Detection Antoine Desir Ville Satopaa Eric Sibony Laura Heely 2023

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Web Analytics and the New Digital Metrics Sergio Simarro Luis Ferrandiz Julian Villanueva Industry Note Jan 29 2025 895

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Carlypso Overcoming Bumps in the Road in the Used Car Industry Peter Reiss Ryan Kissick 2015

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Origo Commodities An Agonizing Decision HBS Authors 2023

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In the case of Origo Commodities, the top management team faced an agonizing decision when they needed to decide whether to invest in their own infrastructure to improve their business. There was a huge gap between the performance of their business and that of their competitors. This led the management team to a very crucial decision. I, personally, have been a strong believer in investing in infrastructure, and the management team at Origo Commodities should follow suit. Our business has suffered because the infrastructure in which we operate is old, outdated

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Songy 2011 Restructuring to Survive Charles F Wu 2016

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