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Irsa (A)
Morera, Enrique; Roig, T.; Segarra, José AntonioCase M-651MarketingEl grupo familiar propietario de IRSA -pequeña empresa del sector de materiales para la construcción- ante agobiantes problemas financieros y viendo peligrar los avales pesonales concedidos a las líneas de crédito, se plantea el camino futuro a seguir. La reestructuración, venta, constitución de una sociedad anónima laboral y suspensión de pagos, son algunas de las alterntivas a considerar.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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Empresa familiar: introducción
Tàpies, JosepTechnical Note DGN-651StrategyEsta nota técnica presenta la incidencia que tienen las empresas familiares en distintos aspectos de la economía de un país, comenta las causas principales de su falta de desarrollo y continuidad, y analiza sus fortalezas más esenciales. Asimismo, también considera las características de los grupos de personas con intereses en el negocio familiar y sus interrelaciones y los tipos de empresa familiar que de ellas pueden surgir.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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Enso Española, S.A. (B)
Miller, Paddy; Velamuri, RamaCase FH-651Leadership and People ManagementDespués de las drásticas medidas tomadas por el finlandés Juha Korppi-Tommola, se nombra a un nuevo director general para dirigir Enso. No sólo su estilo es absolutamente diferente al primer director general sino que además centra su atención en un conjunto diferente de prioridades.Starting at €5.74
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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