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Privalia: de private club a marca de moda
Fernandez Garcia-Andrade, Pablo; Oliver, XavierCase M-1330Entrepreneurship, Finance, StrategyEl comercio electrónico de moda tuvo como principal impulsor a los private clubs (un modelo de negocio iniciado por la francesa vente-privee en Francia en 2001). Por un lado, ayudaba a quitar el stock de las marcas de forma discreta y permitía a los clientes comprar productos de moda a grandes descuentos que no podían encontrar digitalmente de ninguna otra manera, ya que muchas marcas no disponían de comercio electrónico e, incluso, en algunos ca...Starting at €8.20
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Privalia: From Private Club to Fashion Brand
Fernandez Garcia-Andrade, Pablo; Oliver, XavierCase M-1330-EEntrepreneurship, Finance, StrategyThe private club (a business model pioneered by the French company Vente-privee in 2001) was the main driver of fashion e-commerce. On the one hand, it helped get rid of brands' stocks discreetly and allowed shoppers to buy heavily discounted fashion products, which they could not find online anywhere else since many brands did not use e-commerce and, in some cases, did not even have websites. These circumstances helped this type of e-commerce co...Starting at €8.20
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M&M Pizza
Schill, Michael J.Case DARDEN-F-1691-EFinanceThis case is used in Darden's core first year finance course. The exercise introduces in a fun way the fundamentals of financial policy that are the foundation of corporate finance. It takes the textbook treatment of the Modigliani and Miller (M&M) principles and casts it in a case format. The case is accompanied by a teaching note for instructors and spreadsheets for both instructors and students. Moe Miller, the new managing director of M&M Piz...Starting at €8.20
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Talleres Alhama, S.L.
Gallo, Miguel Ángel; Gallo Ll.Case DG-1330StrategyEl caso describe la historia de una empresa familiar en la que se está incorporando la tercera generación. Talleres Alhama, S.L. acomete la formulación de un protocolo familiar con la ayuda de consultores, llegando a un acuerdo entre los miembros de la familia. Siguiendo lo indicado en el protocolo, se nombra un consejo de administración y se incorpora un nuevo director general que no es miembro de la familia. Sin embargo, la falta de experiencia...Starting at €8.20
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The New M&A Playbook
Christensen, Clayton M.; Alton, Richard; Rising, Curtis; Waldeck, AndrewArticle HBS-R1103B-EStrategyCompanies spend more than $2 trillion on acquisitions every year, yet the M&A failure rate is between 70% and 90%. Executives can dramatically increase their odds of success, the authors argue, if they understand how to select targets, how much to pay for them, and whether and how to integrate them. The most common reasons for making an acquisition include holding on to a premium position or cutting costs. But to realize those benefits, the acqui...Starting at €8.20
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M-TRONICS (A)
Bower, Joseph L.; Applegate, Lynda M.Case HBS-807156-EEntrepreneurshipThe new CEO of a small manufacturing firm pursues growth through the launch of Entrepreneurial Subsidiaries. While the firm grows revenues from $600 million to over $2 billion in 10 years, problems surface as the subsidiaries are integrated into the established businessStarting at €8.20
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Goodyear Tire & Rubber: M&A Synergies
Mark SimonsonCase IVEY-W32285-EAccounting and Control, FinanceIn late 2020, The Goodyear Tire & Rubber Company (Goodyear)’s chief executive officer, Richard Kramer, told Cooper Tire & Rubber Company (Cooper)’s chief executive officer, Bradley Hughes, that Goodyear would submit an acquisition proposal by the end of the year. Goodyear had spent the last two years enduring global weakness in the automotive industry and the onset of the worldwide COVID-19 pandemic, which contributed to Goodyear’s stock falling ...Starting at €8.20
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M-TRONICS (B)
Bower, Joseph L.; Applegate, Lynda M.Case HBS-807157-EEntrepreneurshipSupplements the (A) case.Starting at €5.74
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M. J. Tasman (B)
Horniman, Alexander B.; Brewster, MichaelCase DARDEN-OB-0972-ELeadership and People ManagementM. J. Tasman was quite disappointed with the first year's engagement scores. He puts his new plan into action and the results don't change. In an attempt to deal with his problem, he gets some specific feedback as to what he might do differently.Starting at €5.74
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M. J. Tasman (A)
Horniman, Alexander B.; Brewster, MichaelCase DARDEN-OB-0971-ELeadership and People ManagementM. J. Tasman had made the transition to his new organization, having been quite successful in a smaller one. After the first year he was shocked to see the "engagement scores" put forth by his people. He wondered how this could be and what he could do differently.Starting at €8.20