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• Case | HBS Case Collection | 2013 (Revised from original 2013 version)

  BTG Pactual: Preserving a Partnership Culture

  Paul Healy

  Keywords: stock market; IPO; investment banking; corporate lending; Initial Public Offering; Investment Banking; Banking Industry; Brazil;

  Citation:

  Healy, Paul. "BTG Pactual: Preserving a Partnership Culture." Harvard Business School Case 113-094, June 2013. (Revised from original February 2013 version.)

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• Case | HBS Case Collection | 2013 (Revised from original 2012 version)

  MC Tool

  Richard S. Ruback and Royce Yudkoff

  Two partners acquired MC Tool in October 2007 for $5 million. The company was a machine shop that manufactured parts for a wide variety of applications in the energy, automotive and industrial equipment industries. In their first year of ownership, the partners focused on improving operations and enhancing sales with impressive results: sales doubled and EBTIDA increased by over 40%. But the "Great Recession" had an immediate impact in the fall of 2008 as customers cancelled orders and new sales became scarce. MC Tool's core business was cyclical and risky. The partners were considering transforming the business towards manufacturing more precise parts that would be less cyclical and less risky.

  Keywords: Capital Budgeting; Risk Management; Risk and Uncertainty; Problems and Challenges; Business Strategy; Production; Manufacturing Industry; United States;

  Citation:

  Ruback, Richard S., and Royce Yudkoff. "MC Tool." Harvard Business School Case 213-013, June 2013. (Revised from original July 2012 version.)

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• Case | HBS Case Collection | 2013 (Revised from original 2012 version)

  Roxbury Technology Corporation

  Richard S. Ruback and Royce Yudkoff

  Roxbury Technology is a Boston-based re-manufacturer of ink and toner cartridges. In early 2012 RTC was re-evaluating its approach to the company's two most important goals: reducing customer concentration and increasing profitability. RTC's largest customer accounted for about 98% of sales and the company had roughly broken even over the last two years. The two goals were intertwined because RTC's sales growth strategy had to be designed so it didn't bring the company into conflict with its largest customer. That raised its marketing costs and reduced profitability.

  Keywords: social enterprise; Social Entrepreneurship; Financial Management; Green Technology Industry; Manufacturing Industry; Boston;

  Citation:

  Ruback, Richard S., and Royce Yudkoff. "Roxbury Technology Corporation." Harvard Business School Case 213-029, May 2013. (Revised from original September 2012 version.)

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