合资提议:Agastya 应接受还是拒绝?

Trilochan Tripathy, Benudhar Sahu, Neeti Madhok
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引用次数: 0

摘要

学习成果本案例研究旨在让学生了解印度对柔性密封产品的需求,了解与一家国际公司建立合资企业(JV)的必要性,评估 Agastya Inventions Private Limited (AIPL) 接受合资企业要约的成本和收益,评估印度沼气行业的增长可能性,并对 AIPL 进行估值,以便在合资企业交易中更好地定位。案例概述/梗概本案例研究讲述的是印度公司 AIPL 的联合创始人兼董事普兰蒂克-辛哈(Prantik Sinha)在接受或拒绝法国工业集团 Serge Ferrari Group SA(SFG)的合资提议时面临的两难选择。AIPL 是沼气储罐、储水罐、气力袋、浮动围油栏、垃圾浮动围油栏和充气游泳池的领先制造商和贸易商。公司采用企业对企业和直接对客户的业务模式。公司根据客户的规格和确切要求开发产品。2022 年,SFG 提议与 AIPL 合作,在印度和国外销售其沼气池。根据合作协议,AIPL 需要拆分其沼气池产品组合,并以特定的一次性价值出售给拟成立的合资公司。辛哈认为,合资公司是将业务扩展到全球的一个机会,很可能会塑造公司的未来。然而,由于沼气池仍是公司创收最高的产品组合,他在最终决定是否接受合资公司的提议时感到左右为难。在这种情况下,辛哈该如何实现自己的商业目标并保护公司利益呢?本案例研究突出了辛哈对培育和扩大 AIPL 在印度及其他地区业务的承诺。本案例研究适用于 MBA 级学生,是其战略管理和财务管理课程的一部分。补充材料教学说明仅供教育工作者使用。科目代码CSS 1:会计与财务
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Joint venture offer: should Agastya accept or decline?
Learning outcomes This case study is designed to enable students to understand the demand for flexible containment products in India, understand the need for a joint venture (JV) with an international company, assess Agastya Inventions Private Limited’s (AIPL) cost and benefits of acceptance of the JV offer, evaluate the growth possibilities in the Indian biogas sector, and conduct the valuation of AIPL for its better positioning during the JV deal. Case overview/synopsis The case study is about the dilemma faced by Prantik Sinha, co-founder and director of Indian company AIPL, to accept or decline a JV offer from a French industrial conglomerate Serge Ferrari Group SA (SFG). AIPL is a leading manufacturer and trader of biogas storage tanks, water storage tanks, airlifting bags, floating boom barriers, trash floating boom barriers and inflatable swimming pools. The company adopts business-to-business and direct-to-customer business models. It develops products as per clients’ specifications and their exact requirements. In 2022, SFG proposed collaborating with AIPL to market its biogas digesters in India and abroad. As per the partnership deal, AIPL needed to split its biogas digester portfolio and sell it to the proposed JV for a specific one-time value. Sinha believed that the JV was an opportunity to scale the business globally and would likely shape the company’s future. However, he was in a quandary about making a final decision on accepting the JV offer because biogas digesters remained the company’s highest revenue-generating product portfolio. It was against this backdrop, what would Sinha do to accomplish his business objective and protect the interest of the company? The case study highlights Sinha’s commitment to nurture and expand AIPL’s business in India and beyond. It provides ample scope for students to analyze the pros and cons of AIPL’s JV initiative with SFG and suggest whether the company can leverage this offer for business growth. Complexity academic level This case study is meant for MBA-level students as part of their strategic management and financial management curriculum. Supplementary materials Teaching notes are available for educators only. Subject code CSS 1: Accounting and finance
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