Abstract:
This case describes the story of Kaspersky Lab, one of the fastest growing IT security companies in the world. Under the leadership of its founder, Eugene Kaspersky, the Moscow-based company attains $711 million in revenues, becoming one of the world's top three market players and a widely recognized brand.

Keywords:
Leadership, Entrepreneurship, Strategy, Information Technologies, Innovations, International Expansion, European Competitiveness, Europe, Best Practices

Abstract:
This case examines a critical decision faced by the partners of a venture capital firm, Adara Venture Partners, in June 2013. In the course of raising their second fund, the partners face the prospect of an anchor investor pulling out because Adara had not yet assembled sufficient capital to meet the end-of-month deadline to complete the fund’s first closing. As a consequence, the partners are evaluating the possibility of the GP itself underwriting a portion of the gap in the fund’s total capital commitment—which involves weighing a host of critical issues at the heart of venture capital fund management: GP economics, fundraising strategy, investor relations and the fund’s investment strategy.

Pedagogical Objectives:
An overarching objective is for participants to understand the entrepreneurial challenge of building a venture capital firm from the ground up. The specific decision addressed in the case—whether or not the partners should proceed with underwriting a portion of the firm’s second fund—allows participants to explore a host of issues that relate to the management of a venture capital fund.

Keywords:
Venture Capital, Private Equity, Entrepreneurship, Spain, Start-Ups, Financing, Europe, Technology, Corporate Governance, Value Creation, Strategy and Implementation, Gpei, Gpei-Case

Abstract:
In 2004, BC Partners is considering an investment in Amadeus, a major IT player in the global airlines and travel industry. In order to win in a very competitive auction BC Partners needs to evaluate two distinct business strategies as to their risk-return profile and impact on financing structure.

Pedagogical Objectives:
To evaluate different strategic options in an investment target and how they impact bidding structure and drive returns later on. Discuss how PE firms can position themselves in a competitive M&A process.

Keywords:
Buyout, Travel Industry, Repositioning, Delisting, Lbo, Airlines, Take Private, Leverage, Corporate Governance, Value Creation, Strategy and Implementation, Gpei, Gpei-Case

Abstract:
Emerging markets are challenging and require special expertise. India in particular is known to be a tricky business environment. The case follows two senior executives from Alvarez & Marsal’s India practice as they deal with an urgent request from one of their US private equity clients, Sapphire Capital. A former employee is claiming that irregular activities by senior management are at the root of the company’s financial difficulties. The turnaround team needs to act quickly yet must tread carefully in case the accusations prove unfounded. The second part of the case describes how the A&M team deals with the situation and the action they take to restore and restructure the ailing Indian company.

Pedagogical Objectives:
When times are good, (almost) anyone can lead; it is leading at difficult times that separates the wheat from the chaff. This case provides the opportunity for professionals to try their hand at a challenging turnaround situation in which financial distress is exacerbated by allegations of fraud. Add India, the setting, to the mix and it could be described as a 'perfect storm'.

Keywords:
Turnaround, Textile, Cash Flow Management, Emerging Markets, Corporate Governance, India, Distressed Companies, Fraud, Corporate Governance, Investors, Stakeholders and Accountability

Related:

Abstract:
Emerging markets are challenging and require special expertise. India in particular is known to be a tricky business environment. The case follows two senior executives from Alvarez & Marsal’s India practice as they deal with an urgent request from one of their US private equity clients, Sapphire Capital. A former employee is claiming that irregular activities by senior management are at the root of the company’s financial difficulties. The turnaround team needs to act quickly yet must tread carefully in case the accusations prove unfounded. The second part of the case describes how the A&M team deals with the situation and the action they take to restore and restructure the ailing Indian company.

Pedagogical Objectives:
When times are good, (almost) anyone can lead; it is leading at difficult times that separates the wheat from the chaff. This case provides the opportunity for professionals to try their hand at a challenging turnaround situation in which financial distress is exacerbated by allegations of fraud. Add India, the setting, to the mix and it could be described as a 'perfect storm'.

Keywords:
Turnaround, Textile, Cash Flow Management, Emerging Markets, Corporate Governance, India, Distressed Companies, Fraud, Corporate Governance, Investors, Stakeholders and Accountability, Gpei, Gpei-Case

Prizes won:
- Winner 2015 EFMD Case Writing Competition, Indian Management Issues and Opportunities Category

Related:

Abstract:
The case examines the factors that influenced the founders' decision to establish Bayt.com in Dubai, and how the online job site transformed recruitment practices in the Middle East by facilitating access to skill and talent throughout the MENA region. Among the locational drawbacks the company had to overcome were low internet penetration rates, cultural barriers, and diverse legal and regulatory systems.

Pedagogical Objectives:
The case explores the notion of "place surplus" to provide a framework to teach students how technology entrepreneurs can successfully leverage locational factors, and circumvent disadvantages, in order to derive competitive advantage and succeed.

Keywords:
Entrepreneurship, Start-Ups, Place Surplus, Competitive Advantage, Technology, Internet, Bayt, Dubai, Middle East, Mena, Innovation, Social Capital, Adec

Abstract:
This is a condensed version of the Handpresso case series #5841. It describes the development from concept to production of the world's first and smallest hand-held espresso machine. It explains the design process and how the product is brought to market. The CEO of Nielsen Innovation, Henrik Nielsen, decides not to license it as he has with other designs but to create a spin-off company for the Handpresso machine. The final chapter finds the team in a quandary, Henrik Nielsen’s untimely death leaves his wife at the helm. With two new machines ready for launch within a couple of months, it describes how the product is brought to market through partnerships and alliances. Having made a conscious decision to take this route, an agreement is signed with leading coffee roaster Lavazza, who in turn negotiates an exclusive agreement with the auto giant Fiat.

Pedagogical Objectives:
The overall objective is to show how to move from a “good idea” to a “good business” – in other words, how to capture value from an innovation and then build this through an alliance portfolio.

Keywords:
Product Innovation, Licensing, Retail, Partnerships, Alliances, Entrepreneurship, Product Design, Business Model Innovation

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Abstract:
Case A describes the development from concept to production of the world's first and smallest hand-held espresso machine. It shows the importance the role of prototyping plays in developing an innovative product, capturing the phases and decisions involved along the design path. The machine is ready for tooling and the CEO of Nielsen Innovation must decide to bring the product to market. Should it be licensed as they had done with other products they had designed? Or should they create a stand-alone business? Case B describes how and why the team started a spin-off company for the Handpresso machine, and managed to grow the business in a short space of time.

Pedagogical Objectives:
The case reviews some simple principles in product innovation. It can be used to discuss the notion of "recombination" of existing ideas and how it leads to novel and useful products. Case A teaches the crucial role of prototyping to communicate ideas among stakeholders in the innovation process (not only within the development team but also with customers and potential partners). It highlights the role of prototyping in enabling design iterations (as an intrinsic part of the innovation process). Case B discusses the options available to capture the value of Handpresso. Taking a structured approach to "monetize" a good idea, it looks at the pros and cons of licensing vs. "do it yourself".

Keywords:
Product Innovation, Licensing, Retail, New Business Development, Protyping, Entrepreneurship, Product Design, Business Model Innovation

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Abstract:
Duxton Asset Management, a specialist agro-business investor, is evaluating an investment in rice farming in Tanzania, Africa. Duxton has a business strategy of investing in operating farmland assets, many of which are in developing or even frontier markets. The case discusses the complexities of investing in an atypical multidimensional asset.

Pedagogical Objectives:
To examine the potential risks and rewards of a farmland investment with strong potential ESG impact in a frontier country. To present a strategically relevant question on the immediate actions available to the asset manager upon a change in circumstances on the financing side. To assess the implications of this decision on the business and operating strategy.

Keywords:
Private Equity, Africa, Agriculture, Responsible Investing, Impact Investing, Growth Capital, Farmland, Frontier Markets, Gpei, Gpei-Case

Abstract:
Famous for the hit game "Angry Birds", game developer and entertainment company Rovio is an example of outstanding entrepreneurship. This case analyses the factors that made its base in Espoo, Finland, an attractive place and contributed to the start-up's overall success as it became a world leader in mobile gaming.

Keywords:
Rovio, Entrepreneurship, Start-Ups, Innovation, Technology, Place Surplus, Social Capital, Comparative Advantage, Finland, Adec, European Competitiveness, Europe