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1 – 4 of 4L. J. Bourgeois, Nicholas Goodman and John O. Wynne
In December 2001, after a six-month process of vying for AT&T's Broadband, the president of cable operator Comcast Corporation, had just received word that Comcast's $72-billion…
Abstract
In December 2001, after a six-month process of vying for AT&T's Broadband, the president of cable operator Comcast Corporation, had just received word that Comcast's $72-billion offer had won the auction. Comcast, the cable industry's third-largest operator, would merge with industry leader AT&T Broadband to form a company with more than $20 billion in revenue and an unparalleled distribution (a presence in 22 of the nation's top 25 markets). Now the presidents of both companies began to consider their post-merger integration strategies. What was important and how should they prioritize their activities? How could they get all stakeholders to understand the rationale for the deal and its business goals and excited about the new AT&T Comcast?
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Sanjeev Prashar, Lokesh Haridoss, V. Jagadeesh Kumar and Rashmi Kumar Aggarwal
Business environment, international business management.
Abstract
Subject area
Business environment, international business management.
Study level/applicability
The case is suitable for students of the business environment, and of international business management.
Case overview
The case revolves around the reaction of the Finance Ministry of India on Vodafone's tax case and its implications on FDI and the foreign investors who are investing in India. The core issue is the political risk(s) faced by Vodafone even after having won the tax case in the Supreme Court, the highest judiciary body in India. The Government of India has amended the law to bring the tax into retrospective mode and it signifies the impact of political decisions on business organizations.
Expected learning outcomes
The case can aid in understanding the effects of changes in a political system and legal framework on the efficacy of business entities; and the importance of, and intricacies involved in, the formulation of political risk mitigating strategies while entering into new markets. The key learning outcomes are: understanding various types of political risks faced by multinationals; assessing the political risks involved in foreign investments; and appreciating the possible mitigating strategies to handle such risks.
Supplementary materials
Teaching notes are available, please consult your librarian for access.
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Robert F. Bruner, Philippe Demigne, Jean-Christophe Donek, Bertrand George and Michael Levy
In April 1992, this multinational consumer foods and beverages company is the focus of takeover rumors, which have prompted an assessment of the firm's returns. The student must…
Abstract
In April 1992, this multinational consumer foods and beverages company is the focus of takeover rumors, which have prompted an assessment of the firm's returns. The student must choose among the principal methods of estimating the weighted-average cost of capital (WACC) for GrandMet and its three main business segments, and must then produce WACC estimates in order to evaluate the firm's performance.
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The case illustrates the social entrepreneurial journey of Ramdev who developed Patanjali Yogpeeth as a successful enterprise that provides low-cost physical and mental treatment…
Abstract
Synopsis
The case illustrates the social entrepreneurial journey of Ramdev who developed Patanjali Yogpeeth as a successful enterprise that provides low-cost physical and mental treatment through the ancient science of yoga. The case provides a perspective on the reasons for the success of Patanjali as a social brand in such a small time scale and also addresses the controversies associated with it.
Research methodology
Using secondary sources, the study describes the philosophy, infrastructure, innovations, marketing and promotional practices of the organization. It also seeks answers to the challenges faced by the social entrepreneur to fulfill his social mission.
Relevant courses and levels
The case is best suited for courses on entrepreneurship, social entrepreneurship and marketing of non-profit organization in both MBA and executive programs. Students who have an interest in starting their own venture or social enterprise will find it more relevant and interesting.