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MARKS: 100 COURSE: MBA
SUB: FINANCE MANAGEMENT
Note :
(ii) Attempt any Five case studies
(iii) All Case study carries equal marks
ANSWER SHEET
Student Name: TANDEL AMITKUMAR B.
Roll No: 13350
Specialization: TOTAL QUALITY & SUPPLY CHAIN MGMT.
Course: MBA (DUAL) SEMESTER 1
Q1. Understand acquisition of JLR as an example of Tata Motors' inorganic growth strategy.
ANSWER:
1. Tata motors acquisition of JLR assets and it agreements with Ford for future requirements shows of
the inorganic growth strategy adopted by Tata motors.
2. Tata motors as of 2009 have business presence in 80 countries with 290,000 employees. It
comprised of 98 companies of which 27 are publicly listed. In 2008, it acquired JLR from Ford Motors
Company in order to spread and make growth in business.
3. It also entered into a separate agreement with ford for any contingencies and requirements that
may arise in future and for working capital requirement of JLR.
4. With this acquisition, TATA had planned to raise 72 billion through three simultaneous but unlinked
rights issues (rights issue, issue of securities overseas, and divesting its portfolio of investments.)
5. TATA also estimated increase in equity capital and rise in it share value with acquisition of JLR and
predicted the future cash flow.
6. JLR would offer TATA a performance / luxury vehicles to widen the brand portfolio giving them
opportunity to move into premium segment with access to world class iconic brands.
7. It provided opportunity for TATA to participate in two fast growing segments (premium and Small)
cars and to build a comprehensive product portfolio increasing business diversity across market and
product segment.
8. Long term strategic commitment to automotive sector.
Even after raising equity related issue, deposit schemes and other financial helps, TATA was unable to
repay the loan amount on time and plan roll over of same with higher interest or dept payment.
AMII – Finance Management – Semester 1 ‐ MBA 1
Q1. Understand the impact of macroeconomic factors on the global automobile industry.
ANSWER:
Let’s take example of TATA acquisition of JLR to study impact of macroeconomic factors on the global
automobile industry.
1. TATA motors took a bridge loan of 3 billion to acquire JLR from a consortium of banks and pay it
back through rights issue, issue of securities of securities overseas and divesting its portfolio of
investment but those did not fell in place and still not able to pay the loan.
2. It was supposed to repay back loan amount by June 2009 but due to financial crisis and credit freeze
it announced to roll over the bridge loan which would further add to burden of company.
3. JLR desperately needed funds from the government to ease the flow of liquidity, as credit was not
easily available.
4. The global financial crisis which caused the economical recession effected TATA motors to acquire
more funds for repayment of loan amount. Many companies rolling over the existing loans were
finding it difficult to get refinancing and depended in government for loan or guarantees.
5. Adverse conditions on 1990’s lead to decrease in demand of luxury cars, making Ford sell JLR to
TATA. The equity and share value dropped considerably with this acquisition and decrease in sales
due to economic recession.
6. Such condition also scrapped other options available to TATA of divesting stake in group companies,
floating international equity related issues etc.
7. It also announced public deposit schemes in 2008 but was unable to repay the loan amount and
finally announced rolling over the existing loan which adds to the debt burden of company.
Above points clearly shows the effect of macroeconomics factors on Automotive section due to global
recession, financial crisis, increase in raw material and fuel cost and less demand of luxury cars.
Q.3 Understand the implications of global credit crisis on the availability of funds for corporate.
ANSWER:
Taking case study in to account, the implication of global credit crisis on the availability of funds for
corporate can be listed as follows:
1. Companies could not repay existing loan amount due to decrease in equity, share values and
demand of products like TATA causing them for rolling over of loan and resulting in heavy loan
interests.
2. Such situation creates financial crisis in the corporate as it face difficulties of getting finance
from other means like bank, government and private sectors to replay loan and manage the
liquidity funds required.
3. It also lands them in condition / position to sell some assets of organisation to acquire fund
during financial crisis or raise equity related issue to gain some financial back up.
4. Such crisis leads to negative growth of company in form of sales and Continuous investment in
product even with lesser demands in market and non availability of finance can lead company to
land in more financial trouble and stop production at some stage
5. It also results in cut out of man power and production target depending upon market demand.
6. What’s good is sometime it makes banks and other financial investors lower interest rates on
the loan to facilitate corporate in repaying loan at regular interval with flexibility or make new
fresh loan offer with suitability desired by corporate.
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7. Company has to drop profit margin, offer more reliable and quality product with affordable
prices to stay in market competition.
Q.4 Analyze different modes of finance available to finance cross border acquisitions.
ANSWER:
Different modes of finance available for cross border acquisitions:
1. Getting loans from consortium of banks or private financial firms.
2. Find alliance / mergers / acquisition between same industry parties.
3. Rely on support from government on form of loan or guarantee for loan from banks and private
financial hubs.
4. Floating international equity related issue, rights issue, issue of securities overseas for fund
collections.
5. Announce public deposit schemes to raise funds.
6. Sell some percentage of shares, unusable or less profitable assets.
7. Divesting stake in group of companies.
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3.
It provided flexibility to design the loan according to the requirements of the borrower.
4.
The term of the loan could range from 3 months to 3 years.
5.
borrowers were also allowed to prepay the installments and loans
6.
If the members were regular in repaying their basic loan, saving, and attending the weekly meetings
regularly, they could opt for business expansion or special production loans.
7. It allowed borrowers to remain member of bank even when they are not able to repay loan
installments.
8. GGS brought non‐members into its fold by allowing them to deposit money and use other services.
Disadvantages of Grameen general microfinance model:
1. An individual alone has to bear all liability then group incase of failure of payment of loan on time.
2. More small installments are to be paid, which needs remembrance every time, missing same would
results in higher installment and interests.
3. It increase the burden of installment on individual if failed to pay on time fixed increasing the
installments.
4. Only TK 5000 could be received as first basic loan, further increase in loan amount would depend on
successful completion of basic loan.
5. A borrower has to depend upon recommendation from group members for increase in basic loan
amounts.
6. Loan was secured against words of borrower giving him freedom to decide on loan amount, term
and payment schedule.
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5. A network of Commercial banks in rural areas was spread by Reserve bank of India (RBI) and
NABARD actively after nationalization and it was made compulsory by RBI for all private banks to
open at least 25% of their branches in rural and semi‐urban areas. It also ordered that 40% of bank
credit should be allotted to sectors like housing, rural and agriculture developments.
6. With these announcements from RBI, Private Banks did move to rural areas but advance given to
poor peoples remained very low.
7. In the mid‐1990s, only 30% of Indian population accounted for bank deposit, remaining 70% lived in
rural areas out of which 87% did not had access to credit from banks. In the same phase the
percentage of non‐institutional agencies like traders, money lenders, friends and relatives
accumulated the outstanding cash due of rural household by 36%.
8. Those days, commercial & private bank considered rural banking as high risk / cost business with
higher level of uncertainty. Rural individuals also felt bank procedures lengthy and burdensome to
avail credits.
9. In 1992, the SHG (Self help group) was launched with initial project of promoting 500 SHGs. The
objective of such microfinance initiatives was to help empowerment of poor with overall economic
growth by perusing the macro economic objectives.
10. In 1995, The RBI set up a working group to study possibilities of linking SHGs with bank and in late
1990’s the microfinance business was boosted by innovative initiatives of MFIs (Microfinance
institutions), NGOs (non‐government institutes and banks. They offered micro‐credit to rural
peoples for self development, financial and business services.
11. This development helped poor peoples fulfill their needs and requirements and also increasing the
repayment rates for banks which were at time a burden on them with investment on non‐
performing assets in form of rural branches.
12. MFIs developed and delivered range of financial products for poor which were categories in three
microfinance institutions. They are:
a. Non‐profit (Public trust, societies…)
b. Mutual Benefit (Self help groups and federations, Co‐operation societies)
c. Profit making (Non banking financial Corporation)
13. Non Profit MFIs:
This comprises of Societies under registration act.1860, public trust under Indian Trust Act 1882 &
non profit company under section 25 of Companies Act 1956. Several such NGOs were registered
and helped SHGs form into federation.
14. This Federations formed institutes to carry both non‐financial and financial activities including social
and capacity building activities, SHG training and promotion of group apart from financial
intermediation but were restricted to small scale as they were prohibited from carrying any
commercial activities.
15. Major players which influenced and build up growth of Microfinance industry in India included
NABARD, SIDBI, RASTRIYA MAHILA KOSH, FWWB and SHARE MICRO LIMITED.
16. NABARD:
It was a pioneer in microfinance programmes in India after establishing itself in 1982 for providing
credit to rural sector. The bank vision was to provide financial support to poor rural peoples through
various microfinance innovations with cost effectiveness and sustainable manner.
NABARD linkage with SHGs emerged one of the largest microfinance programs in the world by
2005. It also collaborated with NGOs, MFIs, Bank and Government agencies in order to facilitate
usage of other rural credit models like Grameen & Individual banking model.
17. Encouraged by the success of SHG program, NABARD planned to link 1 million SHGs by 2007 and
reach 100 million rural poor.
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14. TISCO official accepted the challenge and were determined to achieved positive results and prove
the industrial analysts wrong in their projections.
15. TISCO insulated itself from ups and downs of business cycle that affected steel industry in order to
achieve positive EVA. Muthuraman said “The price of steel should be irrelevant to us” and Analyst
suggested TISCO to diversify extensively by widening scope of its operation which would help them
insulate from business cycle.
16. TISCO reported significantly improved financial results and was able to declare a positive EVA of Rs
3.31 bn5 for the financial year 2002‐03 pulling off the feat four years ahead of schedule.
Above Study shows how TISCO realized that the shareholder value were not considered, reducing and
became stagnant at some phase in 1990’s. They evaluate all possibilities and implemented Economic value
added in TISCO to improve the shareholder value and its financial growth which was observed in 2002‐03
soon after implementation of EVA in TISCO.
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6. There were numerous deficiencies in the control system of Allfirst. The absence of any net cash
payment from Rusnak's trading activity and the difficulty in confirming trades at midnight had
resulted in the back office decision not to confirm offsetting pairs of options trades with Asian
counterparties from early 2000. Confirmation of all trades was the basic standard practice, and
failure to do so proved to be a disastrous for Allfirst.
7. VAR is versatile statistical approach is useful to the bank management for setting the overall risk
target; for evaluating the performance of business units; for assessing risks of new investment
opportunities; for making policy rules to guide investments, hedging and trading and for fixing risk
limits for internal capital allocation
8. The VAR is a useful performance measure because it integrates various business risks into a single
number in a probabilistic framework. Its utility lies, therefore, in its comprehensiveness of its
coverage. The problem of risk which is multi‐dimensional and which is non‐linear can also be tackled
using this measure. Besides, the VAR technique facilitates consistent and integrated treatment of
the market risk, credit risk, cash flow risk and other banking risks.
9. In this case, an investigation after discovery of fraud showed weak control environment at Allfirst,
Superior did not had enough knowledge or lacked experience to see the loss. It also concluded that
policy and procedures were not followed or overlooked.
10. It details out the complete failure of system and hence VAR would have percentage such fraud or
help in investigating the results and implement changes with comparison between past and future.
****Finish****
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