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Stanford Graduate School of Business (USA)
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Restructuring at Neiman Marcus Group (A)
Harmon, Mike; Robles-Garcia, ClaudiaCase SGSB-F317A-EFinanceGeorge Kurtz founded CrowdStrike in 2011 to bring next-generation cybersecurity products to the marketplace. CrowdStrike used artificial intelligence to train its detection agent on evolving threats. This approach was revolutionary in an industry that had previously been fighting against previously detected and catalogued threats. CrowdStrike grew quickly, with impressive financial metrics. The company went public in 2019, and continued to evolv...Starting at €8.20
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The Global Electric Automotive Industry in 2012
Burgelman R; Beiker S; Meyer Y; Martins A; Bhandari RCase SGSB-SM217-EStrategyIn the early 2010s, the shift towards electrified transportation remained an important trend as vehicle manufacturers were pursuing a variety of options to meet emission and fuel efficiency standards. This case provides a comprehensive update of the global electric vehicle industry, comprising vehicle manufacturers, battery suppliers, and charge providers. The situation of that industry in 2013 is assessed, which includes how the established manu...Starting at €8.20
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Note on Restructuring Non-Debt Liabilities in the United States
Harmon, MikeCase SGSB-F318-EFinanceFinancial restructuring for a distressed firm and its significant counterparties is the process of “recontracting.” This involves significantly altering, replacing, or terminating key financial contracts for the purpose of rehabilitation. Most of these contracts, as of the date of such restructuring, typically relate to debt obligations with claim values that are known to the firm and to each of the counterparties who are involved in the restru...Starting at €8.20
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Evolving Competitive Dynamics of the Global Mobile Telecommunications Industry in 2012 and Beyond
Burgelman R; Nguyen C; Hoyt DCase SGSB-SM211-EStrategyThis note describes the mobile telecommunications industry in 2012, and how the various participants were positioned for the future. This was a period of rapid change, as some competitors were rapidly growing, while others were undergoing equally rapid descent. The note focuses on ecosystems that evolved around competing operating systems and microprocessors, and highlights developments in each industry layer—software, hardware, handsets, and n...Starting at €8.20
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First Solar, Inc. in 2013
Burgelman R; Siegel R; Hallmon MCase SGSB-SM190B-EStrategyAn update to First Solar (A), this case highlights changes to the solar energy market between 2010 and 2013 and the resulting challenges that First Solar had to overcome. In addition to increased competition from highly subsidized Chinese manufacturers, First Solar lost its pricing advantage due to a steep decline in material costs for the competing solar cell technology, c-Sci. The 2008 global financial crisis spurred a dramatic decline in de...Starting at €8.20
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SAP and Cloud Computing in 2012 and Beyond
Burgelman R; Rolland JBCase SGSB-SM214-EStrategyThe objective of the case is for students recognize three established key concepts and a fourth that is open for debate: (1) Strategic inflexion point, or event that results in a significant change in the progress of a company, industry, or sector situation. An inflection point can be considered a turning point after a dramatic change, yielding either positive or negative results. Companies, industries, sectors, and economies are dynamic and co...Starting at €8.20