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16 cases found.
In the wake of the 2008 global financial crisis, the Basel III Accord imposed minimum capital requirements to strengthen the resilience of individual banks and thus enhance the stability of the international financial system. This in turn elevated the need to properly assess the banks risk-weighted assets, RWA.
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Reference 6721
Published 19 Apr 2022
Topic Economics & Finance
Region Europe
Industry Financial Services
In the wake of the 2008 global financial crisis, the Basel III Accord imposed minimum capital requirements to strengthen the resilience of individual banks and thus enhance the stability of the international financial system. This in turn elevated the need to properly assess the banks risk-weighted assets, RWA.
The case involves a management buy-out of a small bank engaged in wealth management mainly in the Geneva market for offshore private banking services. It explores problems of due diligence and confidentiality in private banking, and the legal and regulatory aspects of valuation and risk exposure.
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Reference 5853
Published 30 Jan 2012
Topic Economics & Finance
Region Europe
Industry Financial Services, Banking
The case involves a management buy-out of a small bank engaged in wealth management mainly in the Geneva market for offshore private banking services. It explores problems of due diligence and confidentiality in private banking, and the legal and regulatory aspects of valuation and risk exposure.
The case involves a management buy-out of a small bank engaged in wealth management mainly in the Geneva market for offshore private banking services. It explores problems of due diligence and confidentiality in private banking, and the legal and regulatory aspects of valuation and risk exposure.
- By
Reference 5853
Published 30 Jan 2012
Topic Economics & Finance
Region Europe
Industry Financial Services, Banking
The case involves a management buy-out of a small bank engaged in wealth management mainly in the Geneva market for offshore private banking services. It explores problems of due diligence and confidentiality in private banking, and the legal and regulatory aspects of valuation and risk exposure.
The case involves a management buy-out of a small bank engaged in wealth management mainly in the Geneva market for offshore private banking services. It explores problems of due diligence and confidentiality in private banking, and the legal and regulatory aspects of valuation and risk exposure.
- By
Reference 5853
Published 30 Jan 2012
Topic Economics & Finance
Region Europe
Industry Financial Services, Banking
The case involves a management buy-out of a small bank engaged in wealth management mainly in the Geneva market for offshore private banking services. It explores problems of due diligence and confidentiality in private banking, and the legal and regulatory aspects of valuation and risk exposure.
After the transformation of Lloyds Bank from an unfocused and underperforming group to a focused highly-performing bank under Brian Pitman (1983-1996), the incoming CEO takes on the challenge of redefining the bank’s strategy and operations, facing difficult choices regarding the firm’s scope and internationalization.
- By
Reference 5713
Published 30 Jan 2012
Topic Strategy
Region Europe
Industry Financial Services
After the transformation of Lloyds Bank from an unfocused and underperforming group to a focused highly-performing bank under Brian Pitman (1983-1996), the incoming CEO takes on the challenge of redefining the bank’s strategy and operations, facing difficult choices regarding the firm’s scope and internationalization.
After the transformation of Lloyds Bank from an unfocused and underperforming group to a focused highly-performing bank under Brian Pitman (1983-1996), the incoming CEO takes on the challenge of redefining the bank’s strategy and operations, facing difficult choices regarding the firm’s scope and internationalization.
- By
Reference 5713
Published 30 Jan 2012
Topic Strategy
Region Europe
Industry Financial Services
After the transformation of Lloyds Bank from an unfocused and underperforming group to a focused highly-performing bank under Brian Pitman (1983-1996), the incoming CEO takes on the challenge of redefining the bank’s strategy and operations, facing difficult choices regarding the firm’s scope and internationalization.
After the transformation of Lloyds Bank from an unfocused and underperforming group to a focused highly-performing bank under Brian Pitman (1983-1996), the incoming CEO takes on the challenge of redefining the bank’s strategy and operations, facing difficult choices regarding the firm’s scope and internationalization.
- By
Reference 5713
Published 30 Jan 2012
Topic Strategy
Region Europe
Industry Financial Services
After the transformation of Lloyds Bank from an unfocused and underperforming group to a focused highly-performing bank under Brian Pitman (1983-1996), the incoming CEO takes on the challenge of redefining the bank’s strategy and operations, facing difficult choices regarding the firm’s scope and internationalization.
Arcelor believes its shares are undervalued and has to decide whether to buy back stock via a repurchase tender offer or via an open market repurchase. Before doing so, it has to value the company to get an estimate of the fair value of the company. It has also to decide whether it can afford the buyback: is the increase in leverage a move to a better capital structure?
- By
Reference 5476
Published 31 Jan 2009
Topic Economics & Finance
Region Europe
Industry Financial Services, Mining & Metals
Arcelor believes its shares are undervalued and has to decide whether to buy back stock via a repurchase tender offer or via an open market repurchase. Before doing so, it has to value the company to get an estimate of the fair value of the company. It has also to decide whether it can afford the buyback: is the increase in leverage a move to a better capital structure?
The case describes the hostile bid of Mittal for Arcelor in the first half of 2006. It documents stock price behaviour around the crucial events surrounding the acquisition. It also provides estimates of synergy benefits as well as a spreadsheet that allows students to calculate directly the implications of synergies for shareholder value.
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Reference 5471
Published 30 Jan 2009
Topic Economics & Finance
Region Europe
Industry Financial Services, Mining & Metals
The case describes the hostile bid of Mittal for Arcelor in the first half of 2006. It documents stock price behaviour around the crucial events surrounding the acquisition. It also provides estimates of synergy benefits as well as a spreadsheet that allows students to calculate directly the implications of synergies for shareholder value.
This case series of a failed startup in the financial services market illustrates three of the key issues in launching a new business - the role of a strong and cohesive founding team, the problem of lack of credibility faced by new ventures, and the importance of developing elements of novelty or innovation in the proposed business model.
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Reference 5270
Published 01 Mar 2006
Topic Entrepreneurship
Region Europe
Industry Financial Services
This case series of a failed startup in the financial services market illustrates three of the key issues in launching a new business - the role of a strong and cohesive founding team, the problem of lack of credibility faced by new ventures, and the importance of developing elements of novelty or innovation in the proposed business model.
This case series of a failed startup in the financial services market illustrates three of the key issues in launching a new business - the role of a strong and cohesive founding team, the problem of lack of credibility faced by new ventures, and the importance of developing elements of novelty or innovation in the proposed business model.
- By
Reference 5270
Published 01 Mar 2006
Topic Entrepreneurship
Region Europe
Industry Financial Services
This case series of a failed startup in the financial services market illustrates three of the key issues in launching a new business - the role of a strong and cohesive founding team, the problem of lack of credibility faced by new ventures, and the importance of developing elements of novelty or innovation in the proposed business model.
This case series of a failed startup in the financial services market illustrates three of the key issues in launching a new business - the role of a strong and cohesive founding team, the problem of lack of credibility faced by new ventures, and the importance of developing elements of novelty or innovation in the proposed business model.
- By
Reference 5270
Published 01 Mar 2006
Topic Entrepreneurship
Region Europe
Industry Financial Services
This case series of a failed startup in the financial services market illustrates three of the key issues in launching a new business - the role of a strong and cohesive founding team, the problem of lack of credibility faced by new ventures, and the importance of developing elements of novelty or innovation in the proposed business model.