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37 items were found using the following search criteria
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Strategic Alliances: An Option to Enable Corporate Growth
Ariño, AfricaTechnical Note DGN-648-ECorporate Governance, StrategyThis technical note presents strategic alliances as a growth option for family businesses. It discusses the advantages and disadvantages of alliances and the most important points to consider at the various stages of the life of an alliance. Together with general considerations applicable to alliances involving any kind of company, it addresses specific issues concerning family businesses in particular.Starting at €8.20
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The KLM Approach to Alliances
Mitchell, Jordan; Ariño, Africa; Ozcan, PinarCase SM-1530-EStrategyWhen it teamed up with Northwest Airlines of the US in 1989, KLM became Europe¿s first airline to begin a major cross-border airline alliance. What followed was a series of pan-continental alliances resulting in the formation of Star Alliance, oneworld and Skyteam. This case study highlights the main milestones in the development of KLM¿s major alliances focusing primarily on Northwest with additional details on relationships with Kenya Airways, ...Starting at €8.20
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Fiat's Strategic Alliance with Tata (A)
Mitchell, Jordan; Hohl, Brian; Ariño, Africa; Ozcan, PinarCase SM-1528-EInnovation and Change, StrategyThis case looks at the automotive industry and Fiat's and Tata's corporate backgrounds. It provides an in-depth description of how these two companies came together, including the entire preoperational negotiation process. The case focuses on October 2007, immediately after the companies had finalized a joint venture to manufacture passenger cars, engines and transmissions in India for the national and international markets. The alliance also mad...Starting at €8.20
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Fiat's Strategic Alliance with Tata (B): Its Evolution from Fiat's perspective
Ariño, AfricaCase SM-1550-EInnovation and Change, StrategyIn March 2008, Fiat and Tata signed a memorandum of understanding with the Maharashtra state administration to increase total investment at the Ranjangaon, which would allow the joint venture to double output by 2012 to 200,000 cars and 300,000 engines and transmissions per year. Later Fiat's interest shifted to its recent acquisition of the failed U.S. automotive giant Chrysler.Starting at €5.74
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Fiat's Strategic Alliance with Tata (C): Its Evolution From Tata's perspective
Ariño, AfricaCase SM-1551-EInnovation and Change, StrategyFive months after the signing of a memorandum of understanding and with a delay of almost a year, Tata saw the first product of its cooperation with Fiat come out of the Ranjangaon plant. The company launched the new Indica Vista model equipped with the engine produced by the joint venture. With both the engine and the car itself assembled at the JV plant, the new Indica Vista was an important update of the model that had been first manufactured ...Starting at €5.74
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Phase Separation Solutions (PS2): The China Question
George Peng; Paul W. BeamishCase IVEY-9B12M032-EEntrepreneurship, StrategyIn mid-2010, the president and chief executive officer of Phase Separation Solutions (PS2) needed to address potential cooperative opportunities with separate Chinese organizations regarding its Thermal Phase Separation (TPS) technology. PS2 was a Saskatchewan-based small environmental solutions company that had grown under the president's entrepreneurial direction to become a North American leader in the treatment of soil, sludge, and debris imp...Starting at €8.20
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Fara Management Organization (FMO): The Fara System Decision
W. Glenn Rowe; Pouya SeifzadehCase IVEY-9B13M043-EStrategyThe founder and CEO of a management company needs to address the future of its joint venture in Iran with a U.S. developer of enterprise resource planning (ERP) systems. The joint venture partners need to decide whether to pursue a potential client’s request for a custom version of the ERP system that the joint venture sells. The two partners disagree regarding the strategic direction forward, but must make a decision.Starting at €8.20
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Cumi India's Global Strategy: The China Puzzle
S. Ramnarayan; Charles Dhanaraj; Krithiga SankaranCase IVEY-9B13M023-ELeadership and People Management, StrategyCarborundum Universal Murugappa International (CUMI) was a leading abrasives manufacturing company based in India with global operations in Russia, South Africa and China. In the global abrasives business, China held 50 per cent of the raw materials for the industry. China was also the largest market for abrasives worldwide and was expected to contribute to one third of the global demand for abrasives. CUMI had the vision to become a global leade...Starting at €8.20
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IESE Insight. Issue 17. Second Quarter 2013
IESE InsightMagazine REV-39-EFinance, Information Technologies, Leadership and People Management, Marketing, Service and Operations Management, StrategyPeter Fader (Wharton) debunks the myths surrounding customer centricity, urging managers to recontextualize the role of CRM as part of a wider customer-centric strategy. Julián Villanueva (IESE) explains how to design and implement a customer equity dashboard that will serve to pinpoint exactly where the company is gaining and losing value. A. Parasuraman (University of Miami) revisits the original SERVQUAL framework, showing how tried-and-tested...Starting at €22.00
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Caribbean Information and Credit Rating Services (A)
Venkataraman Sankaranarayanan; Sougata RayCase IVEY-9B14M082-EEntrepreneurship, StrategyThe Caribbean Information and Credit Rating Services (CariCRIS) cases depict the strategic dynamics of setting up a first-of-its-kind international venture by an Indian credit rating agency in an emerging market. The cases trace the institutional and market development challenges in the evolution of this international joint venture (IJV) in a multi-country setting in the Caribbean and the strategic dilemmas faced by the expatriate chief executive...Starting at €8.20