This paper summarizes and compares the events associated with two financial crises separated by 100 years, occurring in 1907 and 2007-2009. The dynamics of both crises have much in common. The commonalities inform and enrich the theories and research on the dynamics of financial crises. And they...

This case series considers the capital-investment decisions to be made by executives of a large chemicals firm in January 2008. The A case (UVA-F-1543) presents a go/no-go project evaluation regarding improvements to a polypropylene production plant. The B case reviews the same project but from...

In the months following Repsol's acquisition of Yacimientos Petroliferos Fiscales S.A. (YPF), energy prices continued their supporting volatility, but this time with upward adjustments. In March 2000, oil prices rose to $34 a barrel, their highest level since the Gulf War and well above Repsol's...

The B case (see also the A case, F-1145) describes the plan of the Equitable Companies to sell a 20 percent interest in Donaldson, Lufkin & Jenrette (DLJ) via an equity carve-out in an initial public offering (IPO), and presents students the task of pricing DLJ's shares in the IPO. The company...

This case supplements "Joint-Venture Negotiating Committee: Slavagrad" (UVA-F-1043) with added information on the role of a key player on the negotiating team. Anna Krzykowiak is a young "democrat" seeking to liberalize Euroslavia's economy and to hasten the entry of General Motors Corporation

This case may be used in class to present the epilogue to the "Revco (A) and (B)" cases (F-0821 and F-0822) and to stimulate a discussion of what happened and why. In July 1988, Revco entered bankruptcy following its failure to sell assets as it had planned and to make principal payments

In this case, the student is asked to evaluate Revco's leveraged buyout retrospectively. This buyout was consummated as another defensive maneuver against a potential hostile takeover (see UVA-F-0821). Sensitivity analysis indicates that management overpaid and poorly positioned the firm to...