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

  RMS: Investing in Chinese Timberland

  Andre F. Perold

  The protagonist is considering acquiring a timber property located in rural China, a region where almost no timberland investment has taken place. The question is how to value the property, including understanding the appropriate risk-adjusted return.

  Keywords: China;

  Citation:

  Perold, Andre F. "RMS: Investing in Chinese Timberland." Harvard Business School Case 213-002, July 2012. (Revised from original July 2012 version.)

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• Case | HBS Case Collection | 2012 (Revised from original 2006 version)

  Kerr-McGee

  Robin Greenwood and Andre F. Perold

  Activist investors Carl Icahn and Barry Rosenstein acquire a stake in Oklahoma-based company Kerr-McGee. They demand two board seats and ask the company to make several operational and financial changes, including the repurchase of equity and divestiture of their chemicals business. The case protagonist, Luke Corbett, CEO, opposes these changes,

  Keywords: Restructuring; Chemicals; Equity; Investment; Governance Controls; Managerial Roles; Chemical Industry; Energy Industry; United States;

  Citation:

  Greenwood, Robin, and Andre F. Perold. "Kerr-McGee." Harvard Business School Case 207-020, July 2012. (Revised from original November 2006 version.)

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• Case | HBS Case Collection | 2012 (Revised from original 2010 version)

  Dollarama Inc.

  Andre F. Perold

  Dollarama is the leading operator of dollar stores in Canada. The firm performed extraordinarily well after a leveraged buyout in 2004 and recently executed a highly successful IPO. The company sources its goods primarily from Asia. It has strong brand recognition and competitive advantages in operations, purchasing, and merchandising. In the face of margin pressures, Dollarama recently took the risky decision to move from the single one-dollar price point to multiple price points. The additional price points offer some flexibility, but customers' appetite for purchasing products priced above one dollar has yet to be fully determined. Dollarama is on a fast growth track but remains chiefly concerned about its vulnerability to supply disruptions and to increases in merchandise costs from higher input prices. The firm appears quite overvalued based on a multiples analysis but considerably undervalued based on a discounted cash flow analysis.

  Keywords: Price; Growth and Development Strategy; Product Positioning; Supply Chain; Competitive Advantage; Valuation; Consumer Products Industry; Retail Industry; Canada;

  Citation:

  Perold, Andre F. "Dollarama Inc." Harvard Business School Case 210-041, May 2012. (Revised from original February 2010 version.)

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