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Dipronor, S.L. (A)
Maeztu J. P.; Fontrodona, JoanCase TD-91Business Ethics and Corporate Social ResponsibilityAlejandro Rodríguez, gerente de Dipronor, S.L., sospecha que dos subordinados suyos han pedido o aceptado comisiones de empresas proveedoras. Alejandro, que vive en otra ciudad y está abrumado por el trabajo, no se ha dado cuenta hasta ahora. Faltan tres meses para acabar la obra en la que está trabajando, y estos colaboradores le resultan imprescindibles. Se plantea cómo actuar con ellos y con los proveedores implicados.Starting at €8.20
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Dipronor, S.L. (A)
Maeztu J. P.; Fontrodona, JoanCase TD-91-EBusiness Ethics and Corporate Social ResponsibilityAlejandro Rodríguez, general manager of Dipronor, S.L., suspects that two of his subordinates have demanded or accepted commissions from suppliers. Overwhelmed with work, Alejandro had not realized this was going on. The project they are working on has three months to go and these two people are vital to its completion. The case raises the question of how Alejandro should deal with them and with the suppliers involved.Starting at €8.20
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TD Canada Trust
Campbell, Dennis; Kazan, BrentCase HBS-110049-EAccounting and ControlThe case illustrates the role of performance measurement and analytics in translating TD-Canada Trust's service model of "comfortable banking" into operational terms. In 2000, in a banking market where consumers and regulators were typically hostile to mergers and acquisitions, Canada's fifth largest commercial bank, Toronto-Dominion Bank (TD Bank), undertook a merger with a relatively small trust company, Canada Trust, which was known for except...Starting at €8.20
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TD Canada Trust (A): The Green and the Red
Campbell, Dennis; Kazan, BrentCase HBS-108005-EThe case series illustrates the role of performance measurement and analytics in translating TD-Canada Trust's service model of "comfortable banking" into operational terms. In 2000, in a banking market where consumers and regulators were typically hostile to mergers and acquisitions, Canada's fifth largest commercial bank Toronto-Dominion Bank (TD Bank) undertook a merger with a relatively small trust company, Canada Trust, which was known for e...Starting at €8.20
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Risk Leadership at TD Bank Group
Jeffrey GandzCase IVEY-9B12C001-ELeadership and People Management, StrategyTD Bank Group was one of the few large financial institutions in the world to have prospered during the financial meltdown and subsequent recession in 2008/9. It did this without any government assistance. Furthermore, it emerged from the crisis substantially larger in terms of market capitalization and assets while having the best performance of any of the Big-5 Canadian banks in terms of stock price and total shareholder return during the perio...Starting at €8.20
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TD Bank USA: Delivering 'Unexpectedly Human' Experiences in a Digital World
Prem ShamdasaniCase IVEY-W25686-EMarketing, StrategyAfter merging with Commerce Bancorp Inc., TD Bank NA (TD Bank) continued to wow its customers by providing free lollipops, pens, and dog-friendly services and staying open longer than major competitors in the region. Through social media campaigns, it emphasized the importance of having a human touch in banking and showcased its appreciation for customers who had lent a helping hand to the community during the COVID-19 pandemic. It introduced inn...Starting at €8.20
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TD Bank Group: Building an Effective Enterprise Data Management Policy
Murat Kristal; Glenda Crisp; Connie Bonello; Katherine HeighingtonCase IVEY-9B18E007-EInformation Technologies, StrategyGlenda Crisp became the chief data officer of TD Bank Group in October 2015. The Office of the chief data officer had only been established in 2013; the scope of the department still needed to be fully defined, and the original enterprise data governance policies needed to be updated. Crisp saw issues in a variety of areas, such as organizational structure, the processes used to manage data governance practices, and technology, all of which neede...Starting at €8.20
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The 91-92 Phone Card: Launch and Reassessment
Agell, Pere; Segarra, José AntonioCase M-1023-EMarketingIn the early nineties, Telefónica of Spain foresees the imminent liberalization of the market and decides to promote public telephony with the launch of a calling card as a new means of payment in phone booths. The product was successful in neighboring countries, but it failed to take off in Spain. Coins are still preferred for 95% of calls. The reasons are unclear: bad segmentation, an unattractive product, excessive face value, low distribution...Starting at €8.20
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BIRA 91: Setting New Prices in an Established Segment - Teaching Note
Gaganpreet SinghTeaching Note IVEY-8B18A048-EMarketingTeaching note for product 9B18A048.Starting at €0.00
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Hamburgueserías frente a OCU (A)
Gimeno, A. J.; Melé, DomènecCase TD-58Business Ethics and Corporate Social ResponsibilityUn informe de la Organización de Consumidores y Usuarios (OCU) recoge los resultados de unos análisis de hamburguesas de tres conocidas empresas multinacionales. Su conclusión es que hay desequilibrio nutritivo, mala calidad y frecuente contaminación bacteriana. Caen las ventas en todas las hamburgueserías. Material complementario: TD-88 Hamburgueserías frente a OCU (B).Starting at €8.20