Sunshine Fastech Pvt. Ltd.: working capital financing decision

2020 ◽  
Vol 10 (2) ◽  
pp. 1-37
Author(s):  
Bhoomi Ruchit Mehta
Keyword(s):  
Learning Outcomes ◽  
Financial Management ◽  
Financial Statements ◽  
Financial Statement ◽  
Working Capital ◽  
Content Type ◽  
Bank Management ◽  
Academic Level ◽  
Capital Financing ◽  
And Training

Learning outcomes The learning outcomes of this paper is to understand the working capital finances offered by bank; comprehend application by the company, loan proposal and bank procedure for additional finance; compute, analyze and interpret financial statements of company and its peers; and assess various factors to be considered while taking loan sanctioning decisions. Case overview/synopsis Sunshine had expanded its business by starting in-house manufacturing of a few stages of production of fasteners. Sunshine was in urgent need of additional finance for working capital and had applied to Rajya Bank of India Ltd. (RBIL), requesting to enhance working capital finance limits and other changes. Ruchit Mehta, Relationship Manager of S.G. Highway Branch of RBIL have to assess this request and include his evaluations in the proposal, which he had to present to Assistant General Manager of RBIL. Complexity academic level MBA or related program in finance courses such as financial management, corporate finance, financial statement analysis, bank management/finance and training program on “credit management” for bank employees. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 1: Accounting and Finance

Amtek Auto debacle: financial statement analysis

2020 ◽  
Vol 10 (2) ◽  
pp. 1-24
Author(s):  
Asheesh Pandey
Keyword(s):  
Learning Outcomes ◽  
Financial Statements ◽  
Financial Statement ◽  
Financial Statement Analysis ◽  
Content Type ◽  
Academic Level ◽  
Reserve Bank ◽  
Financial Decision ◽  
The Relationship ◽  
A Company

Learning outcomes The learning outcomes are as follows: developing an understanding of financial statement analysis among students; students would be able to calculate various ratios, understand their meaning and interpret them to take a financial decision; and exploring the relationship between financial leverage and risk. Case overview/synopsis Amtek Auto is a leading auto-components manufacturer established in 1988 which entered into bankruptcy in through the order of Reserve Bank of India in 2017. The company started with a humble beginning and later on the promoter decided to expand exponentially both through organic as well as inorganic growth in past 15 years. To grow a company kept on taking debt which made it riskier and deteriorated its financial position over a period. The case covers a 10-year timeline from 2008 to 2017. It gives an opportunity to analyze its financial statements to understand how its decisions shaped its performance Complexity academic level The case aims for students to take a comprehensive view of the financial statement analysis of Amtek Auto including the following: vertical and horizontal analysis; comprehensive ratio analysis including liquidity, profitability, leverage and turnover ratios with special emphasis on debt as a double-edged sword; analysis of Armtek Auto’s financial performance over a period of 10 years. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 1: Accounting and Finance.

From baby boomer to millennials: the changing flavor of entrepreneurial traits

2019 ◽  
Vol 9 (1) ◽  
pp. 1-19
Author(s):  
Deepa Pillai ◽  
Leena B. Dam
Keyword(s):  
Learning Outcomes ◽  
Family Business ◽  
Financial Management ◽  
Business Strategy ◽  
Business Environment ◽  
Content Type ◽  
Academic Level ◽  
Organic Growth ◽  
Retail Business ◽  
Corporate Entity

Learning outcomes The learning outcomes are as follows: decision-making in the areas of business plan, business strategy, financial management, profit planning and marketing, learning from outer business environment, succession planning for first-generation entrepreneur and choosing appropriate source of financing and drivers for diversification. Case overview/synopsis Immersed in sipping green tea in his capacious office lounge, the octogenarian Arjun Mehta introspected on the trials and tribulations of his journey as an entrepreneur, the voyage which started four decades ago. From 1976 to 2018, the business has now traversed three generations. Starting with Spice Mart (Sole Proprietor) to Hindware and Lament Construction (partnership firms) to Starlite Homes Pvt. Ltd. (corporate entity), Mr Mehta witnessed transformation and restructuring in organization with every new generation which characterized the evolution of family business. Handholding children to take up the reins of Spice Mart was not a calculated choice. Yet it is remarkable to study the growth in organizational structure of the regional family business. As a self-made entrepreneur, morals, ethics and value system are vital ingredients steering the organic growth story. Third-generation Mehta’s are enterprising, aspiring and visionary. With the incorporation of a corporate entity, they convinced themselves to bring inorganic growth in their business. Arjun Mehta gleamed with pride as Spice Mart partakes an organized structure which had lost prominence with the second-generation entrepreneurs. But he is equally hammered with juxtaposed thoughts. He contemplates whether the integration of retail business with real estate corroborates sustainable innovation. Will independent businesses create the brand’s footprints perpetually? Should the millennial confine business natively or should they grow internationally and become a conglomerate? Complexity academic level The case can be exclusively taught to masters and executive education class of students pursuing entrepreneurship and business management courses. The case will supplement understanding of theories of entrepreneurship and dimensions of family businesses in emerging economies. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 3: Entrepreneurship.

Revenue from contracts: cash vs accrual

2020 ◽  
Vol 10 (4) ◽  
pp. 1-20
Author(s):  
Biraj Kumar Mohanty ◽  
Saroj Kumar Routray
Keyword(s):  
Learning Outcomes ◽  
Financial Impact ◽  
Working Capital ◽  
Revenue Recognition ◽  
Content Type ◽  
Mba Students ◽  
Academic Level ◽  
Steady Growth ◽  
Accounting Procedure ◽  
Electrical Installation

Learning outcomes The case provides an insight on the provisions of the IND AS 115 (largely converging with IFRS 15), financial impact of alternative accounting practices and dynamics of a revenue recognition decision. MBA students can use the knowledge derived from the case at their workplace when they encounter accounting of “revenue from a contract with customers”. Case overview/synopsis Saifudin Rehman, one of the promoter of Suprajeet Corporation (SUC) had been engaged in electrical installation contract business. The firm had been doing well in the field of small contracts and was having steady growth. People in the firm were also quite acquainted with the kind of contracts they were doing. However, Saifudin always wanted to get into a big contract business. For getting into big installation contracts, the corporation needed more working capital and needed to satisfy the criteria of having a high amount of turnover in the preceding year. The case will be looked into from the perspective of accounting procedure to see the possibility of increasing the revenue by changing the method of accounting in relation to revenue recognition. The case provided the opportunity to evaluate the benefits and the costs involved in changing the accounting method in SUC. Complexity academic level Commerce Graduates and MBA I. Supplementary materials Teaching notes are available for educators only. Subject code CSS 1: Accounting and Finance.

Bright Soluble Private Limited: a case study on accounting process

2020 ◽  
Vol 10 (2) ◽  
pp. 1-21
Author(s):  
Puneet Dubblish ◽  
Shikha Bhatia
Keyword(s):  
Learning Outcomes ◽  
Financial Reporting ◽  
Business Schools ◽  
Financial Statements ◽  
Financial Accounting ◽  
Content Type ◽  
Academic Level ◽  
Start Up ◽  
Financial Transactions

Learning outcomes Learning outcomes of this paper are to analyse, record and classify financial transactions; prepare unadjusted trial balance; record the adjustment and closing entries and prepare post-closing trial balance; and prepare financial statements. Case overview/synopsis The case aims to induce users to draw up financial statements from the details provided. The complete accounting process is covered through solving the case. The case follows a start-up company from its first set of financial transactions to preparing the first set of financial statements. The case will help in application of accounting concepts, principles and the processes for recording transactions and preparation of financial statements. Complexity academic level The case is best suited for senior undergraduate- and graduate-level students of management/business schools in the courses of introductory financial accounting, intermediate accounting and financial reporting. Supplementary materials Teaching notes are available for educators only. Subject code CSS 1: accounting and finance.

When the beans got spilled: the tragic case of cafe coffee day

2021 ◽  
Vol 11 (3) ◽  
pp. 1-19
Author(s):  
Akanksha Jalan
Keyword(s):  
Learning Outcomes ◽  
Initial Public Offering ◽  
Financial Statements ◽  
Financial Health ◽  
Content Type ◽  
Academic Level ◽  
The Future ◽  
Tea Drinking ◽  
Public Offering ◽  
A Company

Learning outcomes The learning outcomes of this paper are as follows: to understand the language of accounting, to interpret financial statements to understand beyond what’s reported and to predict the financial health of a company before it is too late. Case overview/synopsis The case revolves around the Indian coffee retail giant - Café Coffee Day (hereafter, CCD). Coffee Day Global Limited of which CCD is a part, is the largest producer of Arabica beans in India. The case goes on to discuss the life and profile of VG Siddhartha (hereafter, VGS), whose leadership and farsightedness made coffee a household name in India, traditionally a tea-drinking country. Within just a year or two after its Initial Public Offering in November 2015, the company’s financial and legal troubles began to surface. The worst blow came when VGS, the 60-year-old founder and CEO committed suicide on July 29, 2019. His group’s mounting debt and impending doom had propelled him to take his own life. Today, the future of CCD remains hanging in the balance, with creditors ready and willing to take the firm into bankruptcy. Complexity academic level Under-graduates and above. Supplementary materials Teaching notes are available for educators only. Subject code CSS 1: Accounting and Finance.

scholarly journals Tatakelola Keuangan dan Akses Permodalan UMKM Terhadap Perbankan dalam Meningkatkan dan Pengembangan Nilai Ekonomi Usaha: UMKM Pujasera Cempaka Putih Jakarta Pusat

2020 ◽  
Vol 1 (01) ◽  
pp. 24-34
Author(s):  
Sailendra Sailendra ◽  
Suratno Suratno ◽  
Monang Tampubolon
Keyword(s):  
Financial Institutions ◽  
Financial Management ◽  
Safety Valve ◽  
Small And Medium Enterprises ◽  
Economic Value ◽  
Financial Statements ◽  
Working Capital ◽  
Knowledge And Skills ◽  
Medium Enterprises ◽  
And Training

Abstrak      Usaha Mikro Kecil dan Menengah (UMKM) merupakan salah satu pilar ekonomi bangsa dan sebagai katup pengaman perekonomian nasional. Hingga saat ini, UMKM masih termarjinalkan dan belum sepenuhnya memiliki akses terhadap permodalan dari perbankan dan lembaga keuangan. Salah satu sumber masalah yang masih menjadi penghambat bagi pelaku UMKM untuk dapat meng-akses permodalan dari perbankan, dikarenakan masih rendahnya pengetahuan dan keahlian yang dimiliki dalam tatakelola dan penyajian laporan keuangan yang baik dan benar, sebagai salah satu syarat utama untuk dapat mengakses permodalan dari perbankan. Hasil kajian ini mengindikasikan bahwa hampir sebagian besar dari pelaku usaha UMKM belum memiliki pengetahuan dan keterampilan dalam tatakelola keuangan. Namun demikian, sebagian besar dari pelaku usaha UMKM mempunyai keinginan yang kuat untuk mendapatkan akses permodalan dari perbankan guna pengembangan dan meningkatkan nilai ekonomi usaha mereka. Implikasi dari hasil penelitian ini berpengaruh terhadap regulator serta stakeholder untuk dapat melindungi dan memberdayakan pengusaha UMKM yang selama ini masih kesulitan untuk mengakses permodalan dari perbankan. Begitupula rekomendasi dan saran dari hasil penelitian bagi pemangku kepentingan, untuk dapat bersinergi dengan akademisi guna dapat memberikan pendampingan dan pelatihan akuntansi dan tatakelola keuangan secara komprehensip dan berkesinambungan. Sehingga, para pelaku UMKM dapat memiliki pengetahuan dan keterampilan dalam tatakelola keuangan yang baik dan benar, dan memungkinkan mereka untuk dapat mengakses permodalan dari perbankan dan lembaga keuangan guna meningkatkan dan pengembangan nilai ekonomi usaha. Abstract      Micro, Small and Medium Enterprises (MSMEs) are one of the pillars of the nation's economy and as a safety valve for the national economy. Until now, MSMEs are still marginalized and do not yet have full access to working capital from banks and financial institutions. One source of problems that is still an obstacle for MSMEs to be able to access working capital from banks, due to the lack of knowledge and expertise in the management and presentation of true and correct financial statements, as one of the main prerequisites for being able to access working capital from banks. The results of this study indicate that most of the MSMEs do not yet have the knowledge and skills in financial management. However, most of the MSMEs entrepreneurs have a strong desire to get access to capital from banks to develop and increase the economic value of their businesses. The implications of the results of this study affect regulators and stakeholders to be able to protect and empower MSMEs entrepreneurs who have been struggling to access working capital from banks. As well as recommendations and suggestions from the results of this study for stakeholders, to be able to synergize with academics to provide assistance and training in accounting and financial management comprehensively and sustainably. Thus, MSMEs able to have knowledge and skills to manage their finance, thus enabling them to be able to access working capital from banks and financial institutions to improve and develop the economic value of the business.

GoBhaarati- contributing to the “Journey of Healthy Living”

2021 ◽  
Vol 11 (1) ◽  
pp. 1-19
Author(s):  
Vinit Vijay Dani ◽  
Meeta Dasgupta
Keyword(s):  
Learning Outcomes ◽  
Social Enterprise ◽  
Intrinsic Value ◽  
Distribution Channel ◽  
Social Enterprises ◽  
Health And Wellness ◽  
Content Type ◽  
For Profit ◽  
Academic Level ◽  
Start Up

Learning outcomes The learning outcomes of this paper is as follows: to showcase how a futuristic mission and planned branding initiatives can help start-up social enterprise to create a successful brand; to explain how a comprehensive understanding of the target group and innovative products/services and channel strategies help GoBhaarati position itself as an upcoming not for profit social enterprise; to argue how proper brand mission and branding can help even a small startup to create a brand identity in a fiercely competitive fragmented market dominated by big players; the constraints GoBhaarati faced in constituting and aligning distribution channel. These impulsions can have legal, environmental and or managerial foundations. Case overview/synopsis GoBhaarati Agro Industries and Private Limited (GoBhaarati) operated as a nonprofit social enterprise in the Health and Wellness Industry, providing natural indigenous traditional Indian products such as millets, honey, turmeric, jaggery, rock salt and serving millet-based snacks to consumers. At the epicenter of Gobhaarati's branding strategy was its health and wellness positioning. The company's mission was to increase the positive perception of millets and to convince consumers that there was intrinsic value in a product's origin and production processes. Iriventi aimed to achieve a turnover of at least ten crores by 2025, but the company's sales and financial resources were limited. With this clouding in mind, Iriventi could not decide whether to let GoBhaarati stay niche in business or to expand it organically. Complexity academic level Graduate and executive management education students can use the case. The case may also be used to focus on entrepreneurship and distribution management for start-up social enterprises. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 8: Marketing.

The South African public service wage bill deadlock in 2021: living on the edge

2021 ◽  
Vol 11 (4) ◽  
pp. 1-15
Author(s):  
Marianne Matthee ◽  
Albert Wöcke
Keyword(s):  
Fiscal Policy ◽  
Learning Outcomes ◽  
South African ◽  
Public Service ◽  
Subject Area ◽  
The South ◽  
Content Type ◽  
Academic Level ◽  
Finance Minister ◽  
The Government

Subject area Macro-Economics. Study level/applicability Undergraduate and MBA. Case overview The COVID 19 pandemic-related restrictions devastated South Africa’s economy in 2020 and although the restrictions were generally less damaging than in 2020, the government had to budget for vaccinations and rebuild the economy. Public service unions had just announced that they were demanding an increase of 4% above inflation for their members and that they were preparing for a strike. They were bitter about the fact that the South African Government had withdrawn from the last year of a three-year wage agreement in February 2020 and their members had not received an increase for the two years. These demands and Finance Minister Mboweni’s response to them had to consider the structural and cyclical impact on the fiscus and economy. Expected learning outcomes The learning outcomes are as follows: understand the general objectives of fiscal policy and stakeholders’ interests; understand the tradeoffs in fiscal policy and the implications of taking a position; and make recommendations based on reasoned judgements about those recommendations. Complexity academic level Undergraduate and MBA level courses on Macro Economics. Supplementary materials Teaching notes are available for educators only. Subject code CSS 10: Public Sector Management.

Dancing in the storm: finessing emergency remote teaching in the COVID-19 pandemic

2021 ◽  
Vol 11 (4) ◽  
pp. 1-21
Author(s):  
Louise Whittaker ◽  
Hayley Pearson
Keyword(s):  
Change Management ◽  
Learning Outcomes ◽  
Business School ◽  
Learning Experience ◽  
Theoretical Models ◽  
Management Process ◽  
School Students ◽  
Content Type ◽  
General Managers ◽  
Academic Level

Case overview The Gordon Institute of Business Science (GIBS), a South African based business school and one of the top ranked business schools in Africa, was yet again facing a crisis during the COVID-19 pandemic. Having emerged out of an extraordinary year of strict lockdown regulations and having managed a rapid shift to emergency remote teaching. GIBS had managed to maintain its academic programmes, ensuring the completion of the curriculum within the academic year whilst maintaining the exceptionally high standards and quality learning experience it was known for. As 2020 drew to a close, the academic programmes team and the students looked forward to starting the new year in a more “normal” mode of operation. GIBS closed for Christmas holiday with the intent on returning, in early 2021, in some form of face-to-face teaching. However, on the 27th of December 2020, the President of South Africa announced a return to level-3 lockdown as the second wave of infections swept through the country. Strict measures were once again enforced, significantly impacting GIBS’ possible return to campus in January 2021. Reflecting on the lessons learnt over the past year, the Executive Director: Academic Programmes, Professor Louise Whittaker, yet again faced the challenge of deciding how best to proceed given the circumstances. The case illustrates the need for effective change management through the application of Kotter’s 8 steps to transformation, whilst demonstrating the complexity of change management during a crisis. A particular focus on the importance of communication during a change management process in a crisis is illustrated through this case. Expected learning outcomes The learning outcomes are as follows: students need to understand that in a crisis, change management will be emergent and requires flexibility and adaptability; students will determine what concrete actions may be required during a change management process in a crisis; students will need to discern that theoretical models do not necessarily fit real world contexts, particularly in a crisis situation; and students will identify aspects that might be missing or inadequately formulated in standard models of change management. Complexity academic level The case is positioned at a post-graduate level and would be ideal as a teaching case for business school students on a Master of Business Administration programme, a specialised business masters programme or selected executive education programmes for general managers or senior executives. The case can be taught in a course in the following fields, namely, change management, leadership or strategy. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Saregama Carvaan: a phoenix that rose from the ashes

2021 ◽  
Vol 11 (3) ◽  
pp. 1-20
Author(s):  
Tausif Amir Mulla
Keyword(s):  
Consumer Behavior ◽  
Learning Outcomes ◽  
Business Models ◽  
Graduate Program ◽  
Smart Device ◽  
Strategic Decisions ◽  
Content Type ◽  
Profit Center ◽  
Academic Level

Learning outcomes The learning outcomes of this case are product innovation, the importance of consumer insights and data in marketing and the role of consumer insights in brand revival. Case overview/synopsis This case study is a fascinating look into how the shift from music compact disc (CDs) to streaming has completely changed consumer behavior. This change in attitude led many music labels down one of two paths as follows: shutting down the business or embracing new business models. The case study aims to bring out essential learning from a company, Saregama, that was on the verge of shutting down because of the losses incurred with the shift in consumer behavior from buying music CDs to streaming music for free on every smart device. This shift led most record companies to become shuttered. However, not all were as fortunate as Saregama, who threaded its way toward profitability. This case analyzes how Saregama turned from a loss-making business unit into a profit center by launching a breakthrough product backed by innovative thinking and strong consumer research. The researcher opted for secondary research based on reports from Deloitte and McKinsey & Company and other credible sources to understand the music streaming market in India. The study also includes excerpts from the interview of Vikram Mehra (MD of Saregama India Ltd.) to various media houses and customer reviews on e-commerce sites. Complexity academic level The case is relevant for learners studying for an undergraduate or graduate program and for discussions for modules such as marketing management and international marketing with a focus on product development and strategy. Applicability the case will provide the following exposure to the learners: the difference between corporate and marketing objectives; Using frameworks such as valuable, rare, inimitable, and organization and SAP-LAP to understand the rationale behind strategic decisions; An understanding of the importance of listening to consumers; Using the right marketing elements such as segmentation, targeting and positioning and marketing mix for a competitive marketing strategy. Supplementary materials Teaching notes are available for educators only. Subject code CSS: 8 Marketing.

Sign in / Sign up

Export Citation Format

Share Document