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Sidewalk Toronto: Are Smart Cities the Future of Urban Development
Peiret, Clara; Berrone, Pascual; Ricart, Joan EnricCase SM-1696-EEconomics, Information Technologies, Innovation and Change, StrategyThe case describes Sidewalk Toronto project. It was a project first initiated by Waterfront Toronto in 2017 by issuing the request for proposal (RFP) on development of the Quayside area. Sidewalk Labs, which is a subsidiary company of Alphabet Inc. and a sister company of Google, won the bid in 2017. The Master Innovation Development Plan (MIDP) was created in 2019 through conversations with over 21,000 Torontonians and aimed to be an innovative ...Starting at €6.75
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SM Entertainment
Barnett, W; Rhee, M; Kim, SHCase SGSB-IB108-ECorporate GovernanceOn the evening of June 10, 2011, the first European tour of Korean idol groups was held in Paris. With European fans demanding tickets and organizing a flashmob rally in front of the Louvre Museum, SM Entertainment, the producers, immediately set up an additional European concert. The success of the Paris concert elevated the status of K-pop and showed that it held potential in the global market. Behind the development of K-pop was the uniq...Starting at €6.75
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Sidewalk Toronto: ¿Las ciudades inteligentes son el futuro del desarrollo urbanístico
Peiret, Clara; Berrone, Pascual; Ricart, Joan EnricCase SM-1696Economics, Information Technologies, Innovation and Change, StrategyEl caso describe el proyecto Sidewalk Toronto. Se trataba de un proyecto impulsado originalmente por Waterfront Toronto en 2017 con la emisión de una solicitud de propuestas (RFP) para el desarrollo de la zona de Quayside. Sidewalk Labs, filial de Alphabet Inc. y empresa hermana de Google, ganó la licitación en 2017. En 2019, a partir de las conversaciones mantenidas con más de 21.000 torontonianos, se creó el Plan Maestro de Innovación y Desarro...Starting at €6.75
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Central Bank: The ChexSystems(SM) QualiFile(R) Decision
Campbell, Dennis; Martinez-Jerez, F. Asis; Tufano, Peter; Ekins, Emily McClintockCase HBS-208029-EFinanceThe "Central Bank" series analyzes the use of information and product design for managing the counterparty risk of newly acquired customers. Central Bank, a mid-sized regional U.S. bank, was attempting to grow its customer base by increasing the number of new checking accounts. Like many banks, Central saw checking accounts as an important tool for customer acquisition and loyalty-building. However, the bank realized that the aggressive pursuit o...Starting at €6.75
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Coca-Cola Nestlé Refreshments Company (E)
Ariño, AfricaCase SM-1635StrategyCoca-Cola Nestlé Refreshments Company (CCNR) entró en funcionamiento en 1991 como una joint venture constituida por Coca-Cola (CC) y Nestlé (N). Ambas compañías habían producido y comercializado con gran éxito una bebida de café para el mercado japonés. Conscientes del enorme potencial del producto en el mercado mundial y de las dificultades asociadas al lanzamiento de una nueva categoría de producto a nivel global, ambas empresas decidieron comb...Starting at €6.75
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Coca-Cola Nestlé Refreshments Company (E)
Ariño, AfricaCase SM-1635-EStrategyThe Coca-Cola Nestlé Refreshments Company (CCNR) began operations in 1991 as a joint venture (JV) between Coca-Cola and Nestlé. Both companies had manufactured and marketed a ready-to-drink coffee-based drink in Japan very successfully. Aware of a large potential world market and of the difficulties associated with launching a new product category on a worldwide basis, the two companies decided to combine their respective capabilities for this pu...Starting at €6.75
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Icelandair (E): COVID-19
Mitchell, Jordan; Sigurjonsson, Throstur Olaf; Berrone, PascualCase SM-1703Corporate Governance, Innovation and Change, StrategyEn este caso en cinco partes se presenta a Icelandair en un par de momentos decisivos de su historia reciente. En el caso A, situado a principios de 2017, en el 80 aniversario de la aerolínea, la compañía debe plantearse su estrategia tras un período impresionante de siete años de crecimiento dinámico y buenos resultados que llega a su fin de forma más o menos brusca debido a la competencia de precios extrema y la presión de los costes al alza. E...Starting at €6.75
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Icelandair (E): COVID-19
Mitchell, Jordan; Sigurjonsson, Throstur Olaf; Berrone, PascualCase SM-1703-ECorporate Governance, Innovation and Change, StrategyThis five-part case series considers Icelandair at a couple of key inflection points in its recent history. Case A, set in early 2017 on the airline's 80th anniversary, the airline is faced to question its strategy after its impressive seven-year run of dynamic growth and solid returns comes to a somewhat abrupt end due to extreme pricing competition and upward cost pressure. The case delves into the development of the airline and its "hybrid" bu...Starting at €6.75
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Central Bank: The ChexSystems(SM) QualiFile(R) Decision, Teaching Note
Campbell, Dennis; Martinez-Jerez, F. Asis; Tufano, PeterTeaching Note HBS-208038-EFinanceTeaching Note for [208029].Starting at €0.00
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The Managerial Dilemma of E-Toll Route Implementation in South Africa
Ntoi, Hlompho; Thomas, Lawrence; Vilà, JoaquimCase SM-1643-EDecision Analysis, Innovation and Change, StrategyIn 2007, South African National Roads Agency Ltd (SANRAL) decided to introduce a radical and advanced urban tolling system called the Gauteng Freeway Improvement Project (GFIP). The project entailed the expansion of the province's single-direction three-lane highways to single-direction five-lane routes. Large toll gantries were to be built in order to process usage data as a means of billing users electronically via a strict user pay system. P...Starting at €6.75