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This book provides empirical insights into the relationship between capital and equity-ownership structure of Indian manufacturing companies and their financial performance. It discusses and analyses the basic theories and concepts associated with capital structure, debt financing, levered and unlevered firms, the various forms of ownership, agency problem and its kind and the exploitation of minority owners by the large and largest owners.The study employs a set of the most reliable and suitable econometric estimation techniques to draw meaningful inferences on the Indian manufacturing sector. The novelty of this book lies in three particular aspects: the depth and dimension with which the topic is addressed; the robust empirical evidence that it has produced and the simple and intelligible approach with which it is authored. It communicates the crucial relevance of corporate capital structure and equity-ownership to the moderation of agency relationship and shaping the internal governance mechanism, which ultimately results in increased or decreased operational efficiency and financial performance. It will enable readers to understand whether an increased amount of debt capital would bring about positive results for firms or create an extra burden on the management of their finances, preventing them from taking productive investment decisions due to the threat of liquidation.The book will find an audience among advanced students, scholars and researchers who are interested in understanding the corporate finance practices and governance mechanism of Indian organizations.

The smart city concept, together with the growing importance of the UN's Sustainable Development Goals, has a significant impact on city management and governance. This book examines real cases of smart city management across Asia and Europe.It covers regions such as Iceland, Estonia, Poland, Germany, India, Indonesia, Malaysia, Singapore, and Vietnam to systemize the knowledge in the field. It evaluates smart cities'efficiency and analyzes and assesses the standards, norms and best practices involved in the management of smart cities. The book answers questions such as what it is that makes smart cities stand out, why some countries in Europe and Asia have more smart cities than others, whether smart cities support the economy and GDP growth of the country, and what the main determinants of forming smart cities in Asia and Europe are. It also evaluates whether smart cities secure higher standards of living for their citizens as compared to regular cities. Many theoretical concepts and theories are developed and then verified from the perspective of Western economies. Central Eastern European and Asian countries are frequently overlooked, thus, examining the smart city idea from the viewpoint of non-Western economies offers a fresh insight into the concept and its adaptation and evolution. The range of issues analyzed in the book are multilayered and approached from a wide array of perspectives, from macroeconomics to management, finance and technology, and public policy. Thus, the book is addressed to researchers, students, and academics who specialize in sustainable and regional development, economic geography, and management. It will also be of interest to urban planners, environmental scientists, and policymakers.

This book discusses, the issues with respect to consumption of water by the marginalised (poor) sections of the society and the efficacy of using pricing policy as a tool for overall demand management of household water. It includes a case study based on the survey of the municipal water supply in Delhi. It covers water scenario at the national level, suggesting regulatory framework and reforms for the efficient urban water management in India.There are several conflicts around the water resource such as - equitable access; competing uses; issue of quality and availability; commercialisation and privatisation, the book provides an outline for their resolution. The authors examine urban water management in relation to - reach of municipal water supply to households; price sensitivity of different income groups; consumption pattern amongst various sources; conservation efforts and public private partnership.

This book addresses a range of issues relating to the nature and implications of growth of India's services sector, including factors contributing to the rise of services, output measurement and heterogeneity, growth of services exports, and employment in services sectors. From service tax, exchange rate and services exports, policy interest, employment potential and diversity of the sector to challenges in financial inclusion, trajectories of ICT services and contribution of education to GDP, it brings together diverse themes to highlight major concerns in the wake of the prominent role that services have played in placing India among the fast-growing economies in the world in recent years. The services sector in India accounts for more than 60 per cent of the GDP of the country and 28.6 per cent of its employed across government, private or state corporations and non-government organisations. The volume explores whether the services sector (beyond agriculture and industry) holds the promise of fulfilling the benefits from India's demographic dividend for its economic transformation through sustainable growth. With key empirical analyses of household, enterprise and macroeconomic data for India within both formal and informal sectors, this topical book will be useful to scholars and researchers of economics, Indian economy, political economy, development economics, development studies, public policy and South Asian studies and also to development professionals, policy makers and industry specialists.

Aperture Investors is a startup investment firm that seeks disrupt the asset management industry through competitive differentiation by charging investors primarily when its portfolio managers outperform the marketplace. Headed by Wall Street veteran Peter Kraus and backed with substantial and patient seed capital, Aperture seeks to attract both star portfolio managers and assets from mutual funds and hedge funds. Kraus believes that his innovative business model addresses the current dysfunctional fee and incentive structures in the industry, which have led to long-term market underperformance, and that Aperture will address the reasons that are motivating investors to shift to cheaper, passively-managed index and exchange-traded funds.

Headquartered in Hangzhou (China), Ant Financial has grown into a fintech'Unicorn.'The fintech empire that the company established spanned verticals such as mobile and online payment (Alipay), money market fund (Yu'e Bao), wealth management (Ant Fortune), digital-only banking (MYbank), credit scoring (Zhima Credit), and consumer credit portal (Ant Credit Pay) among others. After another sales record during the 2016 11.11 Global Shopping Festival along with Alibaba, Long Chen, Chief Strategy Officer of Ant Financial was contemplating the various opportunities and challenges associated with the firm's international expansion, inclusive finance in rural regions, and regulatory uncertainties.

Headquartered in Hangzhou (China), Ant Financial has grown into a fintech'Unicorn.'The fintech empire that the company established spanned verticals such as mobile and online payment (Alipay), money market fund (Yu'e Bao), wealth management (Ant Fortune), digital-only banking (MYbank), credit scoring (Zhima Credit), and consumer credit portal (Ant Credit Pay) among others. After another sales record during the 2016 11.11 Global Shopping Festival along with Alibaba, Long Chen, Chief Strategy Officer of Ant Financial was contemplating the various opportunities and challenges associated with the firm's international expansion, inclusive finance in rural regions, and regulatory uncertainties.

This Handbook offers an up-to-date collection of research on agricultural economics. Drawing together scholarship from experts at the top of their profession and from around the world, this collection provides new insights into the area of agricultural economics.The Routledge Handbook of Agricultural Economics explores a broad variety of topics including welfare economics, econometrics, agribusiness, and consumer economics. This wide range reflects the way in which agricultural economics encompasses a large sector of any economy, and the chapters present both an introduction to the subjects as well as the methodology, statistical background, and operations research techniques needed to solve practical economic problems. In addition, food economics is given a special focus in the Handbook due to the recent emphasis on health and feeding the world population a quality diet. Furthermore, through examining these diverse topics, the authors seek to provide some indication of the direction of research in these areas and where future research endeavors may be productive.Acting as a comprehensive, up-to-date, and definitive work of reference, this Handbook will be of use to researchers, faculty, and graduate students looking to deepen their understanding of agricultural economics, agribusiness, and applied economics, and the interrelationship of those areas.

Tesla's board of directors proposed an unusual compensation plan for the company's CEO Elon Musk. The plan payouts were entirely contingent on achieving very ambitious market value, sales, and EBIT targets over the next ten years. If all the targets were achieved, Tesla would be one of the most valuable companies in the world, and Musk would receive the highest compensation of any CEO in US corporate history. If the targets were not achieved, Musk would receive nothing. Proxy advisors (ISS and Glass Lewis) expressed serious reservations about the plan and urged shareholders to vote against it. Should shareholders approve or reject the plan?

BBVA is a very successful Spanish bank facing a number of challenges as a result of significant industry and regulatory changes. The company takes pride in its board structure and excellent corporate governance. The Chairman of the Board was wondering how best to engage the board with the company's senior management in dealing with the company's challenges.

This title was first published in 2003. Information and communication technologies (ICTs) are increasingly being recognized as vital to the economic growth and global inclusion and participation of developing countries. This book brings together both academics and practitioners to provide a comprehensive and insightful overview of ICT and development around the world. It examines the role of IT in providing new economic and industrial opportunities, in increasing access to global information and communication, in assisting small cultural and ethnic groups to overcome disadvantages of physical distance and in catalysing initiatives towards democratic decentralization and empowerment of citizens. It also critically appraises major problems such as inappropriate focus and resource allocation, and of missed opportunities. By combining comparative case studies from Africa, South and East Asia, South America and Eastern Europe with theoretical analysis, this volume synthesizes a range of issues related to the evident tensions that exist for developing countries as they try to balance global and local priorities through the adoption and use of ICTs.

The Taj Group financial in March 2017 reflects a turnaround in performance. The new branding strategy is described.

Rakesh Sarna, MD and CEO of the Indian Hotels Company ltd (IHCL) was faced with the challenge of leading and embedding changes in IHCL to turnaround its trajectory. IHCL and its subsidiaries, headquartered in India, were a venerable hotel chain, collectively known as Taj Hotels Resorts and Palaces, and colloquially referred to as Taj Hotels. Taj Hotels, revered across India for their values and renowned for their hospitality, had been plagued with performance challenges since Dec'08. It was August 2016, nearly two years since Sarna had been recruited from the Hyatt Hotels Corporation, with a mandate to revive the flagging fortunes of Taj Hotels. Having introduced a number of changes, Sarna reflects on progress made and next steps required.

The essays in this volume, first published in 1989, seek to re-examine an important area of economic theory: value and distribution. In a sustained and analytical critique, two principle methodological approaches are compared and distinguished: the Classical or ‘surplus-based'theories and the demand-and-supply-based equilibrium (DSE) theories. Although the essays are primarily concerned with value and distribution, the critique necessarily extends to the theory of output and employment, and in general, to the theory of trade and accumulation. The book will be an invaluable reader for students of economic thought, capital theory and Marxian political economy.

Headquartered in Hangzhou (China), Ant Financial has grown into a fintech'Unicorn.'The fintech empire that the company established spanned verticals such as mobile and online payment (Alipay), money market fund (Yu'e Bao), wealth management (Ant Fortune), digital-only banking (MYbank), credit scoring (Zhima Credit), and consumer credit portal (Ant Credit Pay) among others. After another sales record during the 2016 11.11 Global Shopping Festival along with Alibaba, Long Chen, Chief Strategy Officer of Ant Financial was contemplating the various opportunities and challenges associated with the firm's international expansion, inclusive finance in rural regions, and regulatory uncertainties.

On March 29, 2017, Wang Hongzhang, Chairman of China Construction Bank, was considering the next steps in the bank's transformation. In the challenging backdrop of economic slowdown, deep structure adjustment, interest rate liberalization, entry of financial players from the Fintech sector and rising customer demands for better value and service, the bank started transformation in 2012 towards integration, multi-functional service, intensive development, innovative bank and smart bank. Despite the progress the bank had achieved, Wang wondered whether the transformation of the bank had positioned it well to cope with the current and future challenges that the Chinese banking sector faced.

In October 2016, Apple Inc. announced the financial results for its fiscal year 2016. CEO Tim Cook commented on a very successful fiscal year 2016 and focused on all the positive financial results. However, Apple's 2016 annual report was also telling another story. Apple's total revenue had decreased 9% and iPhone revenue decreased 13% compared to the fourth quarter of fiscal year 2015. Apple also faced some criticism from consumers regarding the iPhone 6 and IPhone 6 Plus Upgrade Program. A September 2016 survey reported that an increasing number of customers decided to subscribe to the iPhone Upgrade Program. In spite of this, the company was very supply constrained on the iPhone 7 and 7 Plus and financial analysts were still eager to receive more information on the impact of the iPhone Upgrade Program on Apple's financials.

On September 9, 2015, Apple Inc. announced the'iPhone Upgrade Program,'a new way to purchase iPhone models 6s and 6s Plus in Apple's retail stores throughout the U.S. Next to the strategic implications of the Upgrade Program, financial analysts tried to understand the accounting implications, especially the recognition of revenue, which the Upgrade Program could have on Apple's financials. Analysts'reactions to the disclosure were mixed. Was Apple's accounting system'right'for the iPhone Upgrade Program introduced in 2015?

Update on Alibaba Group's share price performance and related events in the year following its September 2014 IPO.

By November 2015, acquisitions financed through debt and the global housing market crisis in 2008 had complicated the financial situation of one of the largest cement firms in the world. Should CEMEX focus on a fast debt reduction by divesting some of its assets, or continue to improve operations as a way to gradually pay off its debt? These were the decisions facing Fernando Gonz lez, chief executive officer (CEO) of CEMEX and Jos Antonio Gonz lez, the company's chief financial officer (CFO).

Swedish electronics accessories retailer Kjell is considering several issues as it plots its next stage of growth. How should it balance opportunities to expand retail stores into a new market (Oslo, Norway) with additional growth in its home market-Sweden-with decisions about investments to build out its nascent online channel? Simultaneously, the company is piloting a new sales associate performance management system: should store associates be measured by monthly targets, or will daily targets prove to be more useful?

A Swedish light bulb manufacturer reviews its strategy to better compete against large global multinationals.

A Danish bakery chain that was acquired by a private equity firm in 2008, and has grown from 3 to 31 stores, plans to address reoccurring operational and organizational issues before growing further.

Vita is a Norwegian cosmetics retailer owned by FSN Capital, a Scandinavian private equity company. The company has a strong market position in Norway. The case focuses on two strategic issues: how to develop an e-commerce strategy to supplement the company's traditional retail strategy, and how best to grow the company in Sweden. While both of these are potentially important future growth drivers, they also entail large investments in new capabilities, adversely affecting current performance. Given FSN's investment horizon, what is the best way to balance the short and long-term?

Founded in 1986, Red Star had become the leading department store in China for furniture and home equipment products (bathroom, lamps, textiles complements, etc.). The business model of Red Star was to provide adequate space for vendors (that rented the space) in good shopping mall facilities, well designed and equipped (parking, transportation, services) located in key developing zones of Chinese growing cities. In the first 27 years, Red Star had opened 115 shopping malls in 85 different cities. With capacity to launch up to 10 new malls per year, Red Star expected to reach 200 malls by 2020. By 2012, the company employed over 15,000 people. With increased competition, and the growing complexity of its operations, how should the company manage its ambitious growth strategy?

Komatsu built a very successful business in China over the last two decades. But it is now facing rising competition from lower cost domestic Chinese companies, which are themselves trying to become global players. Facing the same situation, Caterpillar is implementing a two-brand strategy. What should Komatsu do to retain its leadership position in China?

In 2014 Alibaba debuted on the New York Stock Exchange, creating not only the largest IPO in history but this initial desire to list on the Hong Kong Stock Exchange was denied due to the company's desire to preserve its partner's control over decision rights. Why did Hong Kong deny Alibaba's requests to list dual-class shares or to allow its partners to nominate a majority of the board of directors, and in the process turn away a superstar in Alibaba? Why did American stock markets approve of Alibaba's governance structures, despite the warnings of many governance experts? How can investors ensure that their capital would be deployed effectively by the company's top management?

Acros Dorados, an Argentina-based multinational, is facing new organizational challenges as it seeks to build on its recent turnaround, and grow in Brazil and Mexico. Woods Staton and his management team have to make some hard decisions on how to structure and lead the company going forward.

Founded in 1986, Red Star had become the leading department store in China for furniture and home equipment products (bathroom, lamps, textiles complements, etc.). The business model of Red Star was to provide adequate space for vendors (that rented the space) in good shopping mall facilities, well designed and equipped (parking, transportation, services) located in key developing zones of Chinese growing cities. In the first 27 years, Red Star had opened 115 shopping malls in 85 different cities. With capacity to launch up to 10 new malls per year, Red Star expected to reach 200 malls by 2020. By 2012, the company employed over 15,000 people. With increased competition, and the growing complexity of its operations, how should the company manage its ambitious growth strategy?

In 2014 Alibaba debuted on the New York Stock Exchange, creating not only the largest IPO in history but this initial desire to list on the Hong Kong Stock Exchange was denied due to the company's desire to preserve its partner's control over decision rights. Why did Hong Kong deny Alibaba's requests to list dual-class shares or to allow its partners to nominate a majority of the board of directors, and in the process turn away a superstar in Alibaba? Why did American stock markets approve of Alibaba's governance structures, despite the warnings of many governance experts? How can investors ensure that their capital would be deployed effectively by the company's top management?

This case examines how Harley-Davidson has worked to globalize its business by focusing on how CEO Matt Levatich and India country manager Anoop Prakash assess and act on the opportunities and challenges posed by entering the Indian market, and where and how the lessons they learn there are applicable elsewhere both geographically and within Harley-Davidson's organization.

Internet coupon site''Groupon''grew revenues rapidly and went public, but struggled to impress investors or operate profitably. Did it have a sustainable business model Groupon sold coupons called Groupons which purchasers used to acquire goods or services at discount prices from participating merchants. It went public in 2011. Merchants liked Groupons because they paid nothing for advertising through Groupon unless a customer made a purchase. Groupon earned revenue by taking a percentage of every Groupon sold. Groupon sold Groupons by utilizing a large sales force which contacted individual merchants to sign them up. Groupon's sales grew rapidly and exceeded $2.5 billion in 2013. The challenge Groupon faced was earning profits. It spent heavily on marketing to acquire customers, who showed signs of becoming tired of receiving discount offers, and merchants, many of whom found that offering Groupons only brought them unprofitable customers. In an attempt to become profitable, Groupon introduced new products and strategies; however it had yet to succeed. Some observers questioned whether the company could remain viable. Its management had not inspired confidence and it had several conflicts with the SEC and had to restate its financials. In early 2013, Groupon fired its founding CEO and replaced him with co-founder Eric Lefkofsky. Lefkofsky must now guide Groupon forward.'

This case examines how Harley-Davidson has worked to globalize its business by focusing on how CEO Matt Levatich and India country manager Anoop Prakash assess and act on the opportunities and challenges posed by entering the Indian market, and where and how the lessons they learn there are applicable elsewhere both geographically and within Harley-Davidson's organization.

Sandoz, which made a significant investment in bio-similars as a way to differentiate itself from its generic drug industry peers, has to negotiate with its parent company and the innovative pharma division on how best to commercialize its bio-similar portfolio. What is the best way to balance the parenting advantage of Novartis with the unique demands of the generic drug industry?

Komatsu built a very successful business in China over the last two decades. But it is now facing rising competition from lower cost domestic Chinese companies, which are themselves trying to become global players. Facing the same situation, Caterpillar is implementing a two-brand strategy. What should Komatsu do to retain its leadership position in China?

This case examines how Harley-Davidson has worked to globalize its business by focusing on how CEO Matt Levatich and India country manager Anoop Prakash assess and act on the opportunities and challenges posed by entering the Indian market, and where and how the lessons they learn there are applicable elsewhere both geographically and within Harley-Davidson's organization.

An insightful look at how touch, taste, smell, sound, and appearance effect how customers relate to products on a sensory level, and how small sensory changes can make a huge impact. Customer Sense describes how managers can use this knowledge to improve packaging, branding, and advertising to captivate the consumer's senses.

Novartis, the world's leading healthcare company, was formed in 1996 out of a merger of two very different, mid-tier Switzerland-based pharma companies. The case traces the company's evolution over the past 17 years, as it transformed into a truly global enterprise with 127,000 employees of 153 nationalities in 140 countries generating $56.7 billion in 2012 revenues and $9.6 billion in net income, making the firm one of the world's largest and most profitable companies. CEO since 2010, Joe Jimenez had taken over from one of the merger's architects and visionary legacy CEO Daniel Vasella. He recognized that the global health care environment would create severe challenges for Novartis in the years ahead and that Novartis needed to make sure it had the right strategy, structure, talent and spirit to live up to its ambitions.

After years of rapid growth and stock price appreciation, New Century Financial Corporation, one of the largest subprime loan originators in the U.S., reported accounting problems in early 2007. The resulting liquidity crisis forced the company to file for Chapter 11 bankruptcy protection. According to the Bankruptcy Examiner assigned to investigate New Century, the company's troubles'were an early contributor to the subprime meltdown'which fueled a financial crisis in the U.S. and beyond. The case study examines New Century's business model and accounting practices and focuses on the role of management, audit committee, and external auditors in the problems at New Century based on the findings of the Bankruptcy Examiner.

In June 2010, Bharti Airtel, India's largest mobile services operator, acquired the African assets of Bahrain-based Zain Telecom for $10.7 billion-the largest ever cross-border deal in emerging markets. Bharti's executives envisioned that they would replicate the highly successful high-volume, low-cost telecom model that they had pioneered for the Indian masses in Africa. But when they began to integrate the companies, Bharti's executives discovered a slew of unexpected challenges, including cultural differences between their Indian and African employees, poorer infrastructure than they had expected with higher-than-anticipated costs, a monopolistic distribution network, strong competitors, a weak partner ecosystem, and a market that was unresponsive to tariff cuts. In early 2012, a year and a half later, the company has outsourced its networks, IT and customer service operations like it did in India; launched a unified brand across the continent; and culturally integrated with its new environment. Key business metrics, including profit margins and market share, are showing early signs of improvement. But questions remain about whether the company will be able to overtake MTN, Africa's leading player, by lowering tariffs like it did in India, and what its strategy should be going forward.

In 2011, Haier, China's leading appliance manufacturer, had over $20 billion in worldwide sales and had just been named the leading refrigerator manufacturer worldwide. This case describes Haier's rise over three decades, from a defunct refrigerator factory in China's Shandong province to an international player with $5.5 billion in overseas sales. Haier had followed a nontraditional expansion strategy of entering the developed markets of Europe and the United States as a niche player before venturing into Middle Eastern and neighboring Asian markets. Looking ahead to the next decade, Haier CEO Zhang Ruimin saw opportunities for Haier to grow through product diversification and additional market penetration in both developed and emerging markets. He and his colleagues would depend on their experience of acquiring numerous companies, entering and retaining new markets, restructuring the organization, and managing hundreds of subsidiaries around the world. They would need to determine which of the lessons learned from Haier's international operations should be implemented in China and which skills learned at home could best be applied abroad.

Yahoo! faces a number of governance and strategic challenges in late 2011 as it tries to compete with rivals such as Google and find ways to monetize its shareholding and business links with Alibaba Group in China and Yahoo! Japan. The company is now valued at almost half the offer that Microsoft had made in its acquisition offer in 2008. The depth of the challenge is underscored by the frequent CEO changes the company has had, culminating in the recent firing of the latest CEO, Carol Bartz. The case examines the successes and failures at Yahoo! and the decisions now facing its board as it encounters investor pressure to improve performance.

Yahoo! faces a number of governance and strategic challenges in late 2011 as it tries to compete with rivals such as Google and find ways to monetize its shareholding and business links with Alibaba Group in China and Yahoo! Japan. The company is now valued at almost half the offer that Microsoft had made in its acquisition offer in 2008. The depth of the challenge is underscored by the frequent CEO changes the company has had, culminating in the recent firing of the latest CEO, Carol Bartz. The case examines the successes and failures at Yahoo! and the decisions now facing its board as it encounters investor pressure to improve performance.

In 2011, Haier, China's leading appliance manufacturer, had over $20 billion in worldwide sales and had just been named the leading refrigerator manufacturer worldwide. This case describes Haier's rise over three decades, from a defunct refrigerator factory in China's Shandong province to an international player with $5.5 billion in overseas sales. Haier had followed a nontraditional expansion strategy of entering the developed markets of Europe and the United States as a niche player before venturing into Middle Eastern and neighboring Asian markets. Looking ahead to the next decade, Haier CEO Zhang Ruimin saw opportunities for Haier to grow through product diversification and additional market penetration in both developed and emerging markets. He and his colleagues would depend on their experience of acquiring numerous companies, entering and retaining new markets, restructuring the organization, and managing hundreds of subsidiaries around the world. They would need to determine which of the lessons learned from Haier's international operations should be implemented in China and which skills learned at home could best be applied abroad.

A fast-growing retailer is facing two different leasing options for its stores. In choosing between the two options, management is considering the potential impact of the two options on the company's financial statements, in light of the proposed new accounting standard for leases.

Mark Hurd resigned as the CEO of Hewlett Packard in 2010 after the board discovered that he had misfiled expense reports and paid an H.P. contractor for unsubstantiated work. After Hurd left H.P., he joined Oracle, an H.P. competitor. Soon thereafter, the H.P. board appointed a new CEO following an eight-week search.