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The case is focused to meet the following learning objectives: the readers will be able to recall basic cash flow estimation concepts; and the readers will be able to explain various features of capital cash flow (CCF). The participants will be able to implement the CCF model in real estate firm valuation. The participants will be able to compare CCF and free cash flow to the firm (FCFF) models. The participants will be able to evaluate the benefits of CCF over FCFF. The readers will be able to construct the CCF valuation model for firm valuation.

On 19th April 2019, Mr Kai, an analyst tracking real estate firms was excited to present to his team a new robust technique of firm valuation suitable for real estate companies, namely, the CCF technique and was also keen to deliberate on its application. Though the investment scope using this technique could be located in Godrej properties (GP), a reputed brand and the largest listed real estate developer by sales in 2018, yet, he was concerned about the assumptions of growth of real estate industry in India, in general, and the GP in particular. Importantly, this was because the real estate market in India was undergoing many structural changes. For instance, the buyers’ preferences were changing and unsold inventory in the industry was at its peak. Under these market conditions, an announcement was made by GP about a target return on equity of 20% in 2018–2023 expecting a dominant place in the real estate market in India, which also carried the threat of jeopardizing the reputation of GP, if under any circumstance the target was not accomplished.

Masters program.

Teaching notes are available for educators only.

CSS: 11 Strategy.

The case would be specifically useful in courses related to Corporate Governance, Board Dynamics, Leadership, Organizational Behaviour, Corporate Ethics and Strategic Management.

For Post-graduate/Doctoral and Executive Programme/Management Development Programme level courses in Corporate Governance, Board Dynamics, Leadership, Organizational Behaviour, Corporate Ethics and relevant areas of Strategic Management.

The case relates to the imminent departure of Raamit Pell, the founding CEO of Xcelent Services, an educational service provider, to his parental organization at Kozerton after completing his current five-year term. Raamit had moved from Kozerton to become CEO of Xcelent Services. Many of Raamit’s senior executives at Xcelent were not happy about his decision to return. They felt that his departure at this moment might, on the one hand, slow down the ongoing major expansion plans and on the other aggravate a mutiny, under covert Board patronage involving a powerful clique of certain senior executives. The parental agency finally agreed to release him. On the day of Raamit’s farewell, where surprisingly even the clique members were present, many executives appeared sad. Observing the mood, Raamit wondered whether his decision to return to Kozerton was the right one.

To understand the internal governance, leadership and behavioural environment of a company. To understand the impact of internal power equations of a company on the morale of its people. To analyze both the inconsistency between the stated goals of the organization and the revealed actions of its top decision-makers; and the lack of restraint on the power struggle among the top actors of the organization. To identify effective strategies for addressing such issues in future so that their fallouts would be minimized. To relate the behaviour in an organization to the organizational behavioural theories related to leadership, corporate governance, corporate ethics, managerial behaviour and agency problems.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 11: Strategy.

Nicolas Dupont, the owner of Chateau de Montana, a struggling (and old) boutique hotel in Crans-Montana Ski Resort, Switzerland, wished to renovate and reposition his family-owned hotel to target higher room rates. Dupont commissioned Olga Mitireva and Yulia Belopilskaya as consultants to assess the proposition. The consultants had to extract cues for the room rate of the repositioned hotel from comparable hotels. However, the room rates varied significantly across similar hotels due to their differing characteristics and locations. It was a cognitive challenge to read the patterns from a few comparable hotels. They collected the data of 200 hotels from similar locations and simulated room prices using hedonic regression models.

Human resource development/management and change management.

The case is suitable for final year undergraduate human resource development/management or specialist HRM Master's programs (strategic HRM/HRD).

The case study highlights the challenges of managing change and growth in India's dynamic business process outsourcing sector. The choice of a large and complex organisation brings to the fore the complexity of decision making and how various factors shape the development of critical organisational capabilities and training provision.

Depending on the level of the class and the emphasis, one or more of the following learning outcomes can be achieved from this case study. Following thecase analysis, students should be able to: discuss the key challenges faced by BPOLAND; identify and analyse the various influences of internal and external factors on training provision; understand the importance of forging partnerships with key functional groups for shaping training and organisational capabilities; analyse the dynamic interactions between the various factors and training provision; analyse the relationship between BPOLAND's competitive strategy and its training choices (make versus buy); evaluate the role of training in developing organisational capabilities; and strategise a way forward for the person responsible for learning and development.

Teaching notes are available; please contact your librarian for access.

To examine and create an ideal pathway model that can implement aiming to change the current improper practices in managing municipal solid waste (MSW) to sustainable practices. To acquire a better understanding of public participation and community culture helps in achieving the aim of reducing the amount of waste generation, sending less waste to landfill sites and encouraging the reuse and recycling of materials instead. To help students whom the awareness in the community regarding the importance of protecting the environment and acting in a civilization way has increased. To improve the MSW sustainability practices and enhance the waste sustainability practices together with energy and material conservation. To have more extensive knowledge and awareness of issues in waste management and some of the dilemmas managers of strategic and operations face.

Abu Dhabi’s center of waste management is known as Tadweer is a governmental entity under the Abu Dhabi Executive Council. Tadweer is responsible for managing every MSWs includes collecting, transferring, segregating, treating, recycling, reusing and tracking all kinds of wastes. CEO of Tadweer Dr Salem Alkabi called his team that manages various departments such as strategy, operations, projects and licensing. The meeting was to discuss Tadweer’s future directing and strategy for mismanagement of solid waste dumping into landfills in Abu Dhabi. Dumping in landfills is the main challenge Tadweer faced. Mr. Abdulrahman Albloushi’s strategy and business development executive director of Tadweer highlighted to Alkaabi how Tadweer could improve the waste management practices to make it more sustainable. Furthermore, assisting the center gets more benefit from the waste s instead of losing this valuable waste into landfills. Consequently, Mr. Abdulrahman must grapple with some difficult questions: how much the effectiveness in collecting waste from where it generated and removing it out-of-sight?

This case study is designed for undergraduate and postgraduate students, and executive MBA students of business management programs, especially for waste management, environmental management and strategic management courses.

Teaching Notes are available upon request.

CSS 4: Environmental management.

This case study is developed using secondary sources, including newspapers, periodicals and academic references.

This case study examines the challenges of a market leader in a changing industry and how that leader might respond. Growth was becoming exceedingly difficult for Netflix due to various external forces. For a company that relied on radical innovation to reinvent the video market industry and gain market dominance, Netflix appeared to be focusing on protecting its market position through strategies designed to reinforce its existing strengths and assets. Could Netflix maintain its leadership position and reignite growth by pursuing a reinforcement strategy, or was it time for another reinvention?

This case was written for strategic management classes at the graduate and undergraduate levels. The case was classroom tested with undergraduate business students in a strategic management course and masters-level organizational leadership students in a strategic innovation and change management course.

This case provides insights about the importance of market research, market segmentation, distribution, product positioning, branding and advertising for a small but growing enterprise. This case provides insights into nuances about organizing and running a family-owned small business –Bhuira Jams has to objectively decide on its way-forward which can be a pure social enterprise or a pure commercial enterprise. This case provides understanding regarding the differences between the two models in terms of funding, accounting, legal, marketing and operational aspects.

In January 2017, Linnet Mushran had just won an award from the PHD Chamber of Commerce for her work in generating local employment for rural women in the village Bhuira, Himachal Pradesh, India. This award did make her feel happy. However, more than happiness, it got her thinking as to how would Bhuira Jams – the child born out of her passion for mountains and out of the desire to do something good survive in the coming years? Bhuira Jams was never designed like a formal business. Being a family run socially relevant business, Bhuira Jams faces the challenge of operational efficiency, along with an uphill task in marketing and distribution. Almost 35 per cent of its sales comes from Fabindia, which re-sells the Bhuira products under the Fabindia label. Thus, currently there is very little focus and expenditure in Bhuira on marketing and distribution. Another challenge faced by Bhuira Jams is driven by the health and lifestyle changes occurring in the Indian society. Consumer preferences are shifting towards low fat diets, and there is growing Americanization of the Indian society. This can be a double whammy for Bhuira’s main product line of preserves, which are high on calorie and are traditionally British.

Bhuira Jams conceptually is close to a family owned business due to the involvement of husband, daughter-in-law and son-in-law of Linnet. Thus, this case provides insights into nuances about organizing and running a family owned small business.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 11: Strategy

This case uses concepts from Korten’s strategies of development-oriented four generations of non-government organizations (NGOs) and social psychology such as stereotypes, prejudices and actions to explain the social phenomenon. In furtherance, the case presents Aristotle’s approach to creating a message for masses that include use of ethos, pathos and logos. Stood’s (2017) narrative, engagement and technology (NET) model of social leadership was used to analyse the characteristics of social leaders.

Prima facie the case was developed from primary sources i.e. interviewing with Ashish Thakur. Literature from secondary sources was obtained to make teaching notes. List of references is presented towards the end that depicts the use of textbooks, research papers, websites and blogs. This case was tested in the classroom with MBA students learning business communication.

The case dealt with the challenges of an NGO that included conducting respectful last rites of unclaimed dead bodies. As the NGO grew, Ashish Thakur, the initiator of Moksh started facing resource management challenges, namely, volunteer induction, fundraising and managing non-human resources. These issues are deeply embedded in several social stereotypes about dead bodies. Learning covers strategies of four generations of NGO development, a NET model of social leadership, breaking social stereotypes related to dead bodies and last rites (necrophobia), designing social communication and opportunity to assess faulty rationalizations and do critical thinking around the socio-religious practices.

This case is intended to be used for the students of the social leadership or social entrepreneurship, social psychology, business communication or communication skills, organizational behaviour, advertising and social media.