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  • October 1986 (Revised February 2008)
  • Case

Congoleum Corp. (Abridged)

By: William E. Fruhan Jr.
Describes the development and terms of the largest leveraged buyout up to the date of the case. The main problem is to value the positions of the various participants: lenders, equity holders, investment bankers, and management. This is an abridged version of an... View Details
Keywords: Leveraged Buyouts; Mergers and Acquisitions; Financial Management; Negotiation Participants; Valuation
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  • January 1985
  • Case

Business Research Corp. (A)

By: William A. Sahlman
Contains a description of a decision confronting an entrepreneur: which of two investment proposals should he accept to fund the creation and marketing of a database that comprises the full text of research reports produced by Wall Street investment banking firms? The... View Details
Keywords: Strategy; Cost vs Benefits; Valuation; Investment Banking; Negotiation Participants; Negotiation Deal; Financing and Loans; Financial Strategy; Corporate Finance; Service Industry
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  • July 1984 (Revised September 1986)
  • Case

CML Group, Inc.: Going Public (A)

By: William A. Sahlman
Describes a series of decisions confronting Charles Leighton, co-founder and chairman of the CML Group. CML is a successful participant in the leisure time industry with two lines of business: specialty retailing and recreational consumer products. The key issues in... View Details
Keywords: Valuation; Going Public; Strategy; Business or Company Management; Cost vs Benefits; SWOT Analysis; Investment Banking; Financing and Loans; Planning; Corporate Finance; Retail Industry; Consumer Products Industry
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  • April 1984
  • Exercise

Present Value Investment Problems

By: F. Warren McFarlan
Keywords: Investment; Valuation
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  • February 1984 (Revised February 1986)
  • Case

E.I. du Pont de Nemours & Co.: Titanium Dioxide

By: W. Carl Kester, Robert R. Glauber, David W. Mullins Jr. and Stacy S. Dick
Disequilibrium in the $350 million TiO2 market has prompted Du Pont's Pigments Department to develop two strategies for competing in this market in the future. The growth strategy has a smaller internal rate of return than the alternative strategy due to large capital... View Details
Keywords: Forecasting and Prediction; Cash Flow; Investment Return; Growth and Development Strategy; Strategic Planning; Projects; Chemical Industry
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  • July 1981
  • Article

On Market Timing and Investment Performance Part I: An Equilibrium Theory of Value for Market Forecasts

By: Robert C. Merton
Keywords: Investment; Performance; Theory; Value; Forecasting and Prediction; Markets
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  • June 1975 (Revised September 2004)
  • Case

Angus Cartwright III

By: Kenneth J. Hatten, William J. Poorvu, Howard H. Stevenson, Arthur I. Segel and John H. Vogel, Jr.
Judy and John DeRight, looking to diversify their investment portfolios, have retained Angus Cartwright, Jr. to identify prospective real estate acquisitions. Mr. Cartwright has four potential properties that he feels merit an in-depth financial analysis. The case... View Details
Keywords: Acquisition; Cash Flow; Investment Return; Investment Portfolio; Taxation; Balanced Scorecard; Valuation
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  • May 1968 (Revised January 1992)
  • Case

Graybar Syndications

By: William J. Poorvu
A potential investor evaluates a proposed offering—a major office building in downtown Manhattan. View Details
Keywords: Buildings and Facilities; Investment; Construction; City; Valuation; Real Estate Industry; Construction Industry; New York (city, NY)
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  • Forthcoming
  • Article

Catching Outliers: Committee Voting and the Limits of Consensus When Financing Innovation

By: Andrey Malenko, Ramana Nanda, Matthew Rhodes-Kropf and Savitar Sundaresan
We document that investment committees of major VCs use a voting rule where one partner `championing' an early-stage investment is sufficient to invest. Their stated reason for this rule is to `catch outliers'. The same VCs use a more conventional `majority' rule for... View Details
Keywords: Optimal Voting Rules; Innovation and Invention; Venture Capital; Investment; Decision Making; Voting
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  • Research Summary

Changing the World: Life Choices of Influential Leaders

By: Robert Simons

This project studies the life choices made by a variety of people who have left a lasting legacy. Using biographical data, we are examining the choices that high-impact individuals faced in their lives and the paths they chose to follow. The leaders we study come... View Details

Keywords: Leadership Style; Personal Characteristics; Work-life Balance; Entrepreneurship; Business Startups; Success
  • Teaching Interest

Large-Scale Investment (LSI, MBA Elective Curriculum)

By: Benjamin C. Esty
Large-Scale Investment (LSI) is a case-based course about project finance that is designed for second-year MBA students. Project finance involves the creation of a legally independent project company financed with nonrecourse debt for the purpose of investing in a... View Details
Keywords: Project Finance; Corporate Finance; Corporate Governance; Valuation; Capital Budgeting
  • Teaching Interest

MBA Elective Curriculum-- Competing Through Business Models

By: Ramon Casadesus-Masanell

The  words  “business  model”  are  inescapable  in  our  daily  fare of  business  news.  These  two ubiquitous words seemed to effortlessly rise up to prominence during the dot-com boom of the late 1990s. When businesspeople, journalists, academics, and other... View Details

Keywords: Business Model; Strategy; Competitive Strategy
  • Teaching Interest

MBA Elective Curriculum: Investment Strategies

By: Malcolm P. Baker

This is a CORE course for students pursuing careers in finance. Thus, students interested in pursuing careers in mutual funds, hedge funds, pension funds, endowments, wealth management, financial consulting, marketing and client service, sales and trading,... View Details

  • Teaching Interest

Overview

By: Jeffrey J. Bussgang

Launching Technology Ventures
Launching Technology Ventures (LTV) is designed for students who are actively working on their own startups or who will work at early-stage startups. The course material is, in particular, focused on new businesses in the... View Details

  • Teaching Interest

Overview

By: Jill J. Avery
Creating Brand Value (MBA elective course)

Overview:

In the consumer/retail space, brands are often companies’ most valuable assets and sources of their sustainable competitive advantage. But, managing brands to achieve their full value potential... View Details
  • Research Summary

Overview

By: Mark L. Egan
When considering how households make investment decisions, Professor Egan became intrigued by the question, “What makes a bank ‘special’ when compared to other lending institutions?” Focusing on empirical industrial organization with applications to finance and... View Details
Keywords: Banking; Financial Advisors; Consumer Finance; Personal Finance; Corporate Finance
  • Teaching Interest

Private Equity and Venture Capital (Executive Education)

By: Josh Lerner

As equity markets appear to strengthen, interest rates remain low, and asset values look attractive, private equity firms are uniquely positioned to pursue new opportunities. This View Details

  • Research Summary

Research

By: Michael I. Norton
Professor Norton's research can be grouped into two broad areas. First, he explores the effects of social norms on people’s attitudes and behavior, addressing the key role that social factors play in shaping the preferences of individuals. This work has a particular... View Details
  • Teaching Interest

Strategies for Value Creation (MBA Course)

By: Benjamin C. Esty
SVC is a capstone course that integrates topics from finance, strategy, and leadership. It is intentionally cross-functional and designed to force integration at the end  of the MBA program.  Students develop a value creation mindset and learn that value creation is an... View Details
  • Teaching Interest

Strategy and Technology (Elective Curriculum)

By: David B. Yoffie

This course explores the unique aspects of creating effective management and investment strategies for technology-intensive businesses. What strategies can win in markets with strong network effects? How can firms leverage technology to build multi-sided platforms?... View Details

Keywords: Strategy; Information Technology; Technology Platform; Telecommunications Industry; Technology Industry; Semiconductor Industry; Electronics Industry; Information Technology Industry; United States; China; Israel; Taiwan

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