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14 cases found.
Fibbie Cornuda is an Italian company that uses metal cold-forming technology to manufacture ski boot buckles and components for carmakers. Managing production of automotive components at Fibbie Cornuda is easy: demand is predictable and there are few SKU varieties. Conversely, for ski boot buckles it manages a catalogue of thousands of SKUs that changes every year, with widely varying demand.
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Reference 6411
Published 18 Feb 2019
Topic Operations
Region Europe
Industry Automotive, Mining & Metals
Fibbie Cornuda is an Italian company that uses metal cold-forming technology to manufacture ski boot buckles and components for carmakers. Managing production of automotive components at Fibbie Cornuda is easy: demand is predictable and there are few SKU varieties. Conversely, for ski boot buckles it manages a catalogue of thousands of SKUs that changes every year, with widely varying demand.
The case explores leadership and professionalization issues at Fibbie Cornuda, an Italian manufacturer of ski boot buckles and automotive parts that utilize metal cold-forming technology. The founder’s daughter has worked in the finance department, but left to do an MBA.
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Reference 6410
Published 18 Feb 2019
Region Europe
Industry Automotive, Mining & Metals
The case explores leadership and professionalization issues at Fibbie Cornuda, an Italian manufacturer of ski boot buckles and automotive parts that utilize metal cold-forming technology. The founder’s daughter has worked in the finance department, but left to do an MBA.
Privatization of state-owned enterprises represents a significant realm of business for investment banks around the world. It also involvew balancing a number of sometimes conflicting objectives among buyers and sellers and a host of risks for both sides as well as the financial firm itself.
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Reference 6059
Published 24 Jun 2016
Topic Economics & Finance
Region Middle-East
Industry Mining & Metals
Privatization of state-owned enterprises represents a significant realm of business for investment banks around the world. It also involvew balancing a number of sometimes conflicting objectives among buyers and sellers and a host of risks for both sides as well as the financial firm itself.
This case describes the challenges encountered by Nathaniel Rothschild after making a US$3 billion investment in 2010 in a family-owned business group in Asia. Scion of the Rothschild banking dynasty and private equity fund manager, Rothschild and his business associates created a LSE-listed shell company, Bumi PLC, which acquired PT Bumi Resources and Berau Coal.
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Reference 6030
Published 20 Dec 2013
Topic Economics & Finance
Region Asia
Industry Mining & Metals
This case describes the challenges encountered by Nathaniel Rothschild after making a US$3 billion investment in 2010 in a family-owned business group in Asia. Scion of the Rothschild banking dynasty and private equity fund manager, Rothschild and his business associates created a LSE-listed shell company, Bumi PLC, which acquired PT Bumi Resources and Berau Coal.
In 2012, Glencore, one of the world’s largest commodity traders, proposed to take over the mining company Xstrata. Stocks of both companies surged by more than 10% following the deal's announcement, lauded by analysts as unprecedented: “Glencore provides the marketing and Xstrata the operational base.
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Reference 5916
Published 27 May 2013
Topic Strategy
Region Global
Industry Mining & Metals
In 2012, Glencore, one of the world’s largest commodity traders, proposed to take over the mining company Xstrata. Stocks of both companies surged by more than 10% following the deal's announcement, lauded by analysts as unprecedented: “Glencore provides the marketing and Xstrata the operational base.
The economic 2008 recession hit Komatsu especially hard. The Japanese second largest manufacturer of construction and mining equipment experienced its share price plummet by two thirds since the downturn. The drop was not the first and signalled to deeper underlying issues that could be traced back to the company’s history from domestic player; exporter, international player, to global player.
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Reference 5721
Published 27 Aug 2010
Topic Strategy
Region Global
Industry Machinery, Mining & Metals
The economic 2008 recession hit Komatsu especially hard. The Japanese second largest manufacturer of construction and mining equipment experienced its share price plummet by two thirds since the downturn. The drop was not the first and signalled to deeper underlying issues that could be traced back to the company’s history from domestic player; exporter, international player, to global player.
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?
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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 describes the hostile takeover bid by Mittal steel for Arcelor steel in what turned out to be one of the most acrimonious takeovers in European history. The battle began in January 2006 and lasted six months. From the outset, Arcelor's management resisted Mittal's deal using every possible defense involving politicians, bankers and public relations advisors, among others.
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Reference 5424
Published 02 Jan 2007
Topic Economics & Finance
Region Europe
Industry Mining & Metals
This case describes the hostile takeover bid by Mittal steel for Arcelor steel in what turned out to be one of the most acrimonious takeovers in European history. The battle began in January 2006 and lasted six months. From the outset, Arcelor's management resisted Mittal's deal using every possible defense involving politicians, bankers and public relations advisors, among others.
There are two cases. Both concern the six-month battle in 2006 to create the steel group, Arcelor Mittal, by far the largest steel company in the world, combining as it did the two largest companies.
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Reference 5412
Published 03 Jan 2007
Topic Strategy
Region Europe
Industry Mining & Metals
There are two cases. Both concern the six-month battle in 2006 to create the steel group, Arcelor Mittal, by far the largest steel company in the world, combining as it did the two largest companies.
There are two cases. Both concern the six-month battle in 2006 to create the steel group, Arcelor Mittal, by far the largest steel company in the world, combining as it did the two largest companies.
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Reference 5412
Published 01 Mar 2007
Topic Strategy
Region Europe
Industry Mining & Metals
There are two cases. Both concern the six-month battle in 2006 to create the steel group, Arcelor Mittal, by far the largest steel company in the world, combining as it did the two largest companies.
The Wendel and CGIP cases tell the story of a business family, the Wendel, over a period of nearly three centuries. The Wendel case (A) describes how the company, founded in 1704, developed over 270 years under the stewardship of the Wendel family, as a major player in the iron and steel industry. It also shows how it overcame a revolution, three wars, and several technical challenges.
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Reference 4784
Published 01 Nov 1999
Topic Strategy
Region Europe
Industry Mining & Metals
The Wendel and CGIP cases tell the story of a business family, the Wendel, over a period of nearly three centuries. The Wendel case (A) describes how the company, founded in 1704, developed over 270 years under the stewardship of the Wendel family, as a major player in the iron and steel industry. It also shows how it overcame a revolution, three wars, and several technical challenges.