October 2012

		Coursepack Builder
		New India-Based Cases in Accounting & Finance
		Best Selling Cases for 2011-2012
		Free Resources and Tips for Learning & Teaching with Cases

The Coursepack Builder was officially launched in September and has proven to be a popular tool with numerous customized coursepacks being created and downloaded daily!

Log In to create your own custom resource that can be downloaded instantly from the Ivey Publishing website. With enough content to create an entire course, you can use the Coursepack Builder tool to assemble cases, articles & technical notes from the Ivey collection, or any of the other collections available through Ivey Publishing.

Need help? View any of the instructional videos below or email for assistance.

Part 1 - Creating Coursepacks

Part 2 - Building Your Coursepack

Part 3 - Finding & Adding Products to a Coursepack

Part 4 - Changing the Order of Items, Editing & Previewing Your Coursepack

Part 5 - Activating & Purchasing the Coursepack

Part 6 - Managing the Coursepacks: Deleting, Re-Using & Archiving

Part 7 - Adding Delegates

The newest cases from the Ivey case collection are available for review. View New Cases for more details on cases registered in your discipline.

Growth Strategies at SVC Bank
Primary co-operative banks in India located in semi-urban and urban areas, known as Urban Co-operative Banks (UCBs), were traditionally centered around communities and work place groups. The main business of these banks was lending to small borrowers and business houses but the scope of their operations had increased greatly. The case describes Shamrao Vithal Co-operative (SVC) Bank’s inorganic growth strategy through acquisition of weaker/loss-making UCBS, and the problems and challenges faced by the bank.

It also examines the alternative of organic growth towards its objective of achieving a pan-India presence. One of the fastest growing UCBs in India, SVC Bank was moving towards this objective. From a total of 38 branches in 2005, with a deposit base of ₹24 billion, the bank had grown to more than 100 branches with a total business of ₹100 billion by 2011. 

Since the vice-chairman of the bank had experienced the advantages and disadvantages of both organic and inorganic growth, he wondered which route made better sense and whether the bank should continue with the kind of aggressive expansion of the past six years.

Learning Objective:

• To learn about the problems and challenges faced when following a path of inorganic growth through mergers and takeovers.
• To learn about organic growth and its problems and challenges.
• To analyze how these strategies in turn are reflected in the financial results and the growth of the organization.

This case fits well with banking post-graduate or an MBA course in strategic management or financial management. It also covers important aspects of bank management.

Capro Group: A Growth Story
CAPRO Group is a small electrical engineering services firm operating out of New Delhi, India. In December 2011, with falling revenues due to macroeconomic conditions and increasing competition, the firm’s owner and founder appoints his son to look into restructuring the business. The electrical distribution control panel manufacturing and installation industry is highly fragmented, with only a few big firms and many small firms. Most firms specialize in one niche of the industry, whether it be manufacturing of equipment or panels, installation, or consultancy services. Different niches require different inputs in terms of labour, finances, and technical knowledge. Given the labour problems in India, combined with the country’s spiraling interest rates and slowing economic growth, the owner’s son must decide on a plan to bring his company out of its current slump.

The case is suitable for teaching basic courses in finance and strategy at the post-graduate level. The following courses can also make use of this case: financial management corporate finance and strategy and financial strategy.

• To prepare cash flow statements for the various expansion options and illustrate the use of payback period along with NPV.
• To calculate the NPV and IRR of the various expansion options.
• To illustrate the use of payback period along with NPV.
• To perform a situation analysis: self and competitor, micro and macro market analysis, SWOT analysis.
• Outline a mission statement that defines the key market, contribution and distinctiveness of the organization.
• Formulate the various strategic options available in line with the firm’s mission statement and situation analysis.
• Choose among potential plans of action on the basis of feasibility, suitability and acceptability.

The Delhi Land and Finance IPO: To Be or Not to Be?
DLF was the largest real estate player in India, possessing a strong home market in Delhi and Gurgaon (the National Capital Region, NCR). The Indian real estate market was growing rapidly, and DLF wanted to convert this growth opportunity into a country-wide presence by building significant land reserves. With huge debt on its balance sheet, the company decided to raise finance through equity. The stock markets were on a rise, and the timing was perfect to raise funds from an initial public offering (IPO). The company filed its draft red herring prospectus (DHRP) in May 2006, but soon afterwards the stock market scenario changed, and the company faced complaints from its minority shareholders. The global macroeconomic scenario had become a cause of concern too. DLF was forced to withdraw its DRHP and put its IPO plans on hold. This case is positioned in January 2007, when DLF had resolved its minority shareholders’ issue and had added significant portions to its land reserves. At that juncture, DLF’s management began the process of trying to gauge the circumstances before reintroducing its decision to go public.

Learning Objectives:

• To understand the issues and challenges of going public, from a company’s perspective.
• To apply and appreciate the valuation methods for IPO pricing, using Multiples and Discounted Cash Flow (DCF) Method.
• To apply and appreciate alternative methods of valuation, using the Economic Value Added method.
• To appreciate the concerns and perspectives of the various stakeholders of an IPO process, with regard to market-specific and company-specific circumstances.
• To assess the link between a company’s growth strategy and its financial decisions.

Did you know that over 1.6 million copies of Ivey cases are used at thousands of business schools around the world? With cases written by leading Ivey faculty and by authors from around the world, the Ivey case collection represents a wide range of business issues from a truly global perspective.  We would like to thank all of our authors for their contribution to the Ivey case collection and highlight some of our best selling cases for 2011-2012. 

Starbucks by Mary M. Crossan, Ariff Kachra

Molson Canada: Social Media Marketing by Deborah Compeau, Israr Qureshi

FIJI Water and Corporate Social Responsibility - Green Makeover or Greenwashing? by James McMaster, Jan Nowak

Visit our website to view our entire Best Selling Case Collection which includes a variety of case studies across all major business disciplines.

If teaching with cases is new to you, or if you are looking for a way to improve your current methodology, check out these free resources available from Ivey Publishing.

Learning with Cases, 4th Edition
A complementary copy is available upon request. This soft cover book is a concise handbook written specifically for students to enhance their learning with cases. Numerous and helpful suggestions cover the complete case learning process including individual reading and preparation, small group discussion, large group (classroom) discussion, making case presentations and writing case exams and reports ... More

The Business Plan Presentation
This complementary case has been written to help students understand the importance of class management and illustrate the challenges associated with English as a Second Language (ESL) students and how to best approach these students to ensure their language difficulties do not limit their learning. It also emphasizes the need for instructors to be clear about course objectives and class requirements. The case can be used in a course on teaching, ideally in a section on class management, teaching ESL students or teaching in a cross-cultural context. It can also be used as preparation for participants in student-run initiatives in developing countries. Registered academics can Log In to download the accompanying teaching note.

Plagiarism and Discipline
When a professor finds out that one of the groups in her Management Information Systems (MIS) MBA class had plagiarized part of their assignment from other sources, she did not know what to do. Plagiarism was not an unusual situation to her; in the past, she had always reported it. Her university also took plagiarism seriously; students who were caught were expelled from the university. But this situation seemed a little different, and she wondered whether reporting the students and having them expelled was the sensible approach this time.

This complementary case is designed to support workshops and teaching on the subject of teaching and learning with cases. This case emphasizes issues of dealing with student plagiarism on a case analysis assignment.

Read the case teaching tips Christopher Williams, Assistant Professor of International Business at the Richard Ivey School of Business recently shared with the Global Business School Network.