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• Case | HBS Case Collection | September 2020

  Assistant Professor Tung-Mei Koh

  V.G. Narayanan and William Schiano

  Citation:

  Narayanan, V.G., and William Schiano. "Assistant Professor Tung-Mei Koh." Harvard Business School Case 121-029, September 2020.  View Details

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• Case | HBS Case Collection | September 2020

  Keeping It in the Family at the Hayden Saw Company

  V.G. Narayanan and John Masko

  In 2019, Board Chair and third-generation shareholder Helen Fullerton was preparing for a meeting to discuss Ohio-based Hayden Saw Company’s (Hayden) future as a family business. As the company entered its fifth decade, the Hayden family was dealing with three distinct pressures. First was the question of how to represent shareholders equitably in a way that would enable the family to move past its history of friction and estrangement. The second question was how to ensure a talented pipeline of family members working at the company as the family dispersed across the U.S. Third and relatedly, was the question of how to ensure informed family representation on the company’s board to support its independent directors. To address these pressures, Fullerton had commissioned a family business consultant to generate a series of proposals. The consultant had come back with comprehensive ideas for a shareholders’ council, a family office, family employment tracks, and a shareholder director process. Now it was time for Fullerton to review the proposals and decide how to move forward.

  Keywords: Family Business; Corporate Governance; Family Ownership; Business and Shareholder Relations; Family and Family Relationships; Governing and Advisory Boards; Construction Industry; Ohio; United States;

  Citation:

  Narayanan, V.G., and John Masko. "Keeping It in the Family at the Hayden Saw Company." Harvard Business School Case 121-026, September 2020.  View Details

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• Case | HBS Case Collection | October 2019 (Revised August 2020)

  Souqalmal: The Choice Is Yours (A)

  V.G. Narayanan and Alpana Thapar

  This case describes how Ambareen Musa, Founder and CEO of Souqalmal, a Dubai-based online comparison aggregator of banking and insurance products launched her business in 2011 and rapidly grew it over next couple of years. However, by 2017, the Mauritian entrepreneur observed the emergence of other aggregators in the market and wanted to be ready for the price war that could ensue. To date, Musa had grown Souqalmal’s business by focusing on driving positive unit economics and had refrained from entering a price war. However, she wondered whether she now needed to switch gears and focus on defending her market share by counter discounting. Souqalmal had almost run through the $1.5 million it had raised in seed and series A fundraising from U.K.-based Hummingbird Ventures and angel investors, and was seeking to raise $10 million in a series B round later in the year to fuel geographic growth and team expansion. Musa imminently needed to prepare a forecast for prospective investors, which would be dependent on the retaliation strategy she chose. What should Musa do?

  Keywords: unit economics; Finance; Accounting; Competitive Strategy; Financial Statements; Insurance Industry; Middle East;

  Citation:

  Narayanan, V.G., and Alpana Thapar. "Souqalmal: The Choice Is Yours (A)." Harvard Business School Case 120-028, October 2019. (Revised August 2020.)  View Details

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