Challenges: The market for home respiratory services and equipment was fragmented, and Lincare’s management believed that there was significant potential for expansion through both internal growth and acquisition. Kelly led a team to seek capital from financial partners who were willing to fund not just current operations, but also future growth. “We knew that an acquisition strategy could make Lincare a bigger, more dynamic company. It would also help set the stage for an eventual IPO,” says Kelly. View further on Lincare Holdings Inc
The Brazilian Mercantile and Futures Exchange (BM&F) selected GA to invest just prior to its IPO in November 2007 because of GA’s long-term focus, global relationships and experience investing in the capital markets sector in the U.S., Europe and Asia. GA’s investment served as an anchor for the IPO and helped to attract international investors to this successful offering. In 2008, BM&F merged with Bovespa to create BM&FBOVESPA. Click here to read more…
Carlyle Asia Growth Partners III, L.P. made an initial investment in Xtep in June 2007. In 2008, Xtep launched an initial public offering on the Main Board of the Stock Exchange of Hong Kong. After the IPO, Carlyle made follow-on investments in 2008, demonstrating our confidence in the company.
Founded in 1999 and headquartered in Quanzhou, in Fujian Province, Xtep is one of the largest fashion sportswear companies in China. Under the proprietary brands of Xtep and Koling, as well as under a licensed brand, Disney Sports, the company designs, manufactures and markets sporting goods, including footwear, apparel and accessories, across the country.
Since Carlyle’s investment in 2007, Xtep has achieved outstanding financial performance and robust growth. From 2007 to 2009, revenues and profits grew by 160% and 192%, respectively.. Read more on Xtep Company Limited
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The Brazilian Mercantile and Futures Exchange (BM&F) selected GA to invest just prior to its IPO in November 2007 because of GA’s long-term focus, global relationships and experience investing in the capital markets sector in the U.S., Europe and Asia.
GA’s investment served as an anchor for the IPO and helped to attract international investors to this successful offering. In 2008, BM&F merged with Bovespa to create BM&FBOVESPA, one of the largest exchanges in the world by market capitalization. BM&FBOVESPA is currently focused on enhancing its electronic trading platform to attract new participants to the exchange, including foreign investors. Click here to read more…
Carpentaria Exploration Limited (ASX:CAP) began its public company life in November 2007 as one of some 800 ASX-listed resources companies, competing for attention in a crowded market. Named after MIM Holding’s former exploration unit, the Brisbane-based company stated its focus as discovering and mining gold, base metals, uranium and bulk commodities in eastern Australia.
Just months after its successful $7.5 million IPO, Carpentaria and the rest of the sector faced the impact of the global financial crisis (GFC), which created an extremely tough environment for generating funding and investor support. Yet despite the GFC, Carpentaria continued exploration activity and was rewarded with the discovery of its flagship Hawsons Iron Project near Broken Hill, one of the biggest new magnetite resources in Australia. Find out more..
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Commercial Engineers and Body Builders Co. Ltd (CEBBCO) was founded in 1979 to manufacture commercial vehicle bodies and body components. The company expanded its business rapidly and in the financial year 2008-2009, entered the market to produce wagons and coaches for the Indian Railways.
To fund the new plant in Madhya Pradesh, the company came up with an Initial Public Offer (IPO). In the face of analysts’ conflicting views, the case deals with determining the expected value of the business through the traditional discounting techniques, binomial Lattice techniques, and closed form solutions, keeping in view the risk attached to this form of business. Click here to read more…
C&J Energy, a Houston-based oilfield services firm, has experienced a major growth spurt over the last year and a half. Since the beginning of 2011, the company has grown from approximately 400 employees to over 1,850, and continues to add about 100 employees per month. At the time of C&J Energy’s IPO (on July 29, 2011, the company’s stock began trading on the NYSE under the symbol “CJES”), the company’s IT infrastructure was 100 percent outsourced to a managed service provider (MSP).
But given its explosive growth and near-term plans to continue doing so, coupled with the necessity of Sarbanes-Oxley (SOX) compliance, the company decided to build an internal IT team, starting with the hire of Bill McCown as the Director of IT. As McCown quickly discovered upon his arrival, the effectiveness of the company’s current solution was deteriorating as rapidly as the company was growing—the high cost of the solution was matched by a slippage in service and a complete disconnect between the business and its IT functionality. Get more information on C & J Energy
Bafna Pharm Ltd, a Chennai based multi-product pharmaceutical formulations company in diverse therapeutic segments, came to Prana as an IPO Communication assignment. Over its two decades of existence in Betalactum and non-Betalactum formulation spectrum, Bafna could successfully turn up as an ‘Export House’ with presence in markets like Sri Lanka, Ghana and Ukraine. The Company required the IPO funds to fuel their ambitious growth agenda internationally across regulated and unregulated markets.
Communication Challenges: In India, smaller IPOs require an extra effort to persuade investors. Prana PR had to act swiftly as our mandate was signed just a couple of weeks prior to the Issue opening date. Within a couple of weeks, Prana PR had to introduce the Company to the media across Mumbai, Chennai and Gujarat. It was essential that a few stories about Companies core strengths appear before the formal IPO marketing communications. Click here to read more…
Challenges: As the company’s concept caught on with doctors and patients, MDVIP began planning an expansion to meet the growing demand. Although the firm generated sufficient cash flow to finance its growth, the founders thought that an outside investor could help accelerate national expansion and provide strategic assistance. They believed that attracting capital would raise MDVIP’s profile not only in the industry, but also among investors.
Solutions: In 2004, Summit Partners invested $6 million in MDVIP and joined the company’s board. Working in partnership with the MDVIP team, Summit provided strategic guidance on a range of issues, including establishing, expanding and managing the company’s sales organization, recruiting senior executives and building an independent board. In addition, Summit offered counsel on upgrading the company’s financial reporting systems and on preparing for an eventual IPO or strategic sale…
Click here to find out more about MDVIP Inc
This case study is about India’s largest real estate company DLF Limited’s (DLF) struggle in the stressed market conditions due to the global financial crises which started in the year 2007. The company which created India’s biggest IPO in history, raising more than US$ 2 billion, was counting on the continued growth of realty sector in the country.
However, the depressed economic situation coupled with credit crunch led to a significant decline in the demand and property prices. While the company had ambitions plans to launch several properties ranging from Special Economic Zones (SEZs), large townships, hotels, and convocation centers, the market conditions took its toll on the business. These factors disturbed the cash flow cycle of DLF, making it difficult for it to repay its debt on time. The debt to equity ratio of the company increased to all time of high of 0.7 in June, 2010, with inadequate debt paying capacity. In light of these factors, DLF had to exit from many of its projects either before, or even in middle of starting the operations. The company devised several strategies overcome the prevailing situation. By the mid-2010, DLF had a much leaner business structure, but it still facing various challenges in bringing its business back into shape. Click here to read more…
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