End of 1999, the Walt Disney Co. and Hong Kong government agreed to Hong Kong Disneyland, a HK $ 28 (U.S. $ 3.6 billion) theme park and resort complex planned to open in late 2005 to develop. As part of the overall financing package, the sponsors decided to HK $ 3300000000 of non-recourse loans to raise capital for construction and operation and to draw selected Chase Manhattan Bank and Syndicate this equipment. This case concerns the process, successfully competed through the Chase to lead this … Read more »

End of 1999, the Walt Disney Co. and Hong Kong government agreed to Hong Kong Disneyland, a HK $ 28 (U.S. $ 3.6 billion) theme park and resort complex planned to open in late 2005 to develop. As part of the overall financing package, the sponsors decided to HK $ 3300000000 of non-recourse loans to raise capital for construction and operation and to draw selected Chase Manhattan Bank and Syndicate this equipment. This case concerns the process by which Chase successfully competed to lead this transaction. The main questions that Chase was whether they offer any, as to offer and how to structure the syndication of the borrower’s needs, its own charitable purposes, and to meet the market’s expectation for an attractively priced credit. Contains a generic section of the process, participants and economics of syndicated loans for students who are not syndicated. This is part of a module on financing of projects in the Elective Curriculum (EC), of course, major investments (LSI). Although written for a course on project finance, it can easily be changed for the courses in the capital markets or financial institutions.
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from
Benjamin C. Esty,
Michael Kane
Source: Harvard Business School
22 pages.
Release date: 01 March, 2001. Prod #: 201072-PDF-ENG
Chase Strategy for Syndicating the Hong Kong Disneyland Loan (A) HBR case solution

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