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Stanford Graduate School of Business (USA)
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The Chinese Wireless Communications Industry in 2012 and Beyond: An Industry Note - Teaching Note
Burgelman, R; Gang, Zheng,, Yajuan, WangTeaching Note SGSB-SM227TN-EStrategyThis industry note provides an extensive overview of the wireless communications industry in China at the end of 2012. At the time China had over 1.1 billion mobile subscribers, and the country was predicted to have 500 million smartphones in use by the end of 2013. The note discusses the industry’s value chain (carriers, device manufactures, component providers, content and applications providers, and telecom equipment providers), and the role o...Starting at €0.00
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ENGIE: Strategic Transformation of an Energy Conglomerate
Reichelstein, S; Schifrin, DCase SGSB-SM256-EStrategyIn 2016, the €75 billion French multinational energy conglomerate ENGIE was massively transforming its strategic and operational imperatives toward renewable energy. The 200-year old company owned Europe’s biggest natural gas pipeline and was a major global producer and supplier of natural gas and other energy sources. ENGIE had announced the transformation in 2014—following a sharp drop in global fossil fuel prices—viewing it as the beginning of...Starting at €8.20
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Sustainable Investing at Generation Investment Management
Reichelstein, S; Bebb, DCase SGSB-SM257-EStrategyIn 2015, Generation Investment Management celebrated the successful 10-year track record of its flagship Global Equity Fund, which outperformed its benchmark index by over 500 basis points per year. A mainstream investment firm whose founders included former United States Vice President Al Gore and former head of Goldman Sachs Asset Management David Blood, Generation integrated qualitative sustainability factors such as environmental, social, an...Starting at €8.20
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The "New" SFMoMA: Meaning More to More People
Goldberg, A; Ittelson, M; Melvin, SCase SGSB-SM258-EStrategyIn the spring of 2016, the San Francisco Museum of Modern Art, or SFMOMA, opened its doors for a series of celebrations following a three-year closure. The museum had much to rejoice: a $305 million renovation that included a spectacular new ten-story addition that almost tripled gallery space; the 100-year loan of the renowned 1,100-work Doris and Donald Fisher Collection of postwar and contemporary art; the success of the “Campaign for Art,” w...Starting at €8.20
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GoPro: Brand Extension
Marks, M; Foroughi, JCase SGSB-SM271-EStrategyIn early 2017, camera manufacturer GoPro stunned investors by reporting its first recorded annual profit loss and a revenue forecast that sharply missed analyst estimates. What had once been widely heralded as one of the biggest initial public offerings of 2014, tripling in price in just over three months following the June IPO, the stock had tumbled 90.7 percent by the end of 2016. A series of camera pricing mistakes, altered product release s...Starting at €8.20
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The Rise of AmorePacific
Barnett, William; Rhee, Mooweon; Shin, DongyubCase SGSB-SM274-EStrategyIn 2017, AmorePacific (AP) was the world’s seventh-largest cosmetics, competing head-to-head with leading companies like L’Oréal and Estée Lauder. This case describes AP’s unique approach to beauty products, which reflected the corporate credo of “Harmony and Balance” and other philosophies that traced their roots in Eastern philosophy. AP’s view of yin and yang, for instance, was integral to the company’s approach to R&D. The case also looks at ...Starting at €8.20
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Minted in 2017: Designing a Profitable Brand
Siegel, R; Kuyel, SCase SGSB-SM275-EStrategyMariam Naficy (Minted CEO) and Melissa Kim (Minted COO) have grown the company to become a leader in the online printed cards, independent design and art market segments. As the business has continued to scale they wrestle with simultaneously growing their existing business while also looking at expanding into new markets, all the while keeping their existing customer base engaged. The case highlights the difficult decisions management faces in d...Starting at €8.20
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Restructuring a Utility: RWE's Carve-out of innogy
Reichelstein, S; Comello, S; Bebb, DCase SGSB-SM278-EStrategyIn 2016, the German utility RWE undertook a carve-out in which substantial parts of the company’s assets and liabilities were offered to the general public as part of an IPO. The case describes the developments in the German energy landscape that led RWE to this unusual move. The case also examines how investors responded to this carve-out in terms of the valuations attached to RWE and the new subsidiary.Starting at €8.20
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Charles Schwab Corp. in 2017
Siegel, R; Makinen, JCase SGSB-SM282-EStrategyBy almost any measure, Charles Schwab Corp. appeared to be killing it in 2017. The wealth management, banking, custody and brokerage firm’s stock was trading near its all-time high. It was posting unprecedented levels of new client accounts, net new client assets, revenues and profits and had a record $3.12 trillion in client assets under management. Schwab was taking customers and assets from old-line wire houses like Morgan Stanley, while fendi...Starting at €8.20
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Clover (A)
Leslie, M; Speiser, M; Makinen, JCase SGSB-SM283A-EStrategyClover Network’s founders didn’t see the curveball coming at the end of 2012. The two-year-old start-up had just nine employees. It had dumped its first business idea, pivoted from its second, and was working hard on a new product: a tablet-based cash register with built-in credit card processing. Large credit card payment processing companies had started noticing Clover and one had just agreed to pre-order $2 million of Clover hardware. It wa...Starting at €8.20