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Mr. Garments: After the Fire
Najam AnjumCase IVEY-9B17M180-EEntrepreneurship, StrategyIn 2003, a garment factory in Pakistan burned down, leaving the owner with over US$1 million in debt and no way to fulfill his orders. In the wake of the fire, the owner needed to determine how to use the resources he still had to meet his delivery obligations and pay the raw materials suppliers—as well as what to do next with his company.Starting at €8.20
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Risk Control Strategies: Human Resource Challenges
Nida Mahmud; Shafiq-Ur Rehman; Usama Habib; Zunaira SaqibCase IVEY-9B14C051-ELeadership and People Management, StrategyIn late 2005, Risk Control Strategies, a canine training security company in Islamabad, Pakistan was formed. To ensure that the company was a class apart in security provision, the company founder designed an induction procedure based on employee referrals followed by a thorough two-month training program that encompassed both pure theory and practical dog-handling sessions. The extensive training increased employees’ market value, and they often...Starting at €8.20
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The Khus Project: Cultural Conflict
Lei Huang; William Wei; Phillip SwallowCase IVEY-9B18M142-EStrategyAs one of its first international projects, the China Guangxi Corporation for International Techno-Economic Cooperation (GCITEC) began a joint venture initiative with a local Pakistani firm in September 2015. The joint venture centred around constructing a canal in the Khus area of northern Pakistan. The Chinese firm brought funding and technical experience; the Pakistani partner brought local experience and local construction staff. After workin...Starting at €8.20
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Attock Refinery Limited: Performance Management
Asfia Obaid; Umer Sultan JanjuaCase IVEY-9B15C034-ELeadership and People Management, StrategyThe head of human resources at Attock Refinery Limited was trying to evaluate the company’s existing performance appraisal system in the context of the forthcoming refinery expansion project as well as looming changes in industry dynamics. Over the last few decades, the performance management system at Attock Refinery had undergone significant changes as a result of both internal and external factors. The modified performance management system ha...Starting at €8.20
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SYIT: Changing the Corporate Culture
Maria Khan; Khurram Rehman Alvi; Zunaira SaqibCase IVEY-9B18C004-EEntrepreneurship, Leadership and People Management, StrategyOn February 1, 2013, the managing director of software development firm SYIT, sat in his office and gathered his thoughts on his new organization. Based in Islamabad, Pakistan, SYIT was a new entrant in the offshore software development industry. Its managing director had expended months of effort to move the entire project team from his previous employer to his newly formed company, but the real challenge lay ahead. SYIT needed to reduce the cul...Starting at €8.20
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Identifying Industries through Financial Statement Analysis: Pakistan 2017
Imran Yousaf; Zhichuan (Frank) Li; Aaqib NawazCase IVEY-9B21B012-EAccounting and Control, FinanceThis exercise provides the financial data of eight major companies operating in Pakistan in 2019 and listed on the Pakistan Stock Exchange. It also provides a list of eight of the country’s main industries. Identify which company operated within which industry to test your understanding of how a company’s financial data can be specific to a particular industry. Using only financial figures, can you identify within which industry each company oper...Starting at €8.20
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Crescent Standard Investment Bank Limited — Governance Failure
Muntazar Bashir AhmedCase IVEY-9B08M068-EStrategyThe Crescent Standard Investment Bank Limited (CSIBL) was the largest investment bank quoted on all the stock exchanges in Pakistan, so when it declared a huge loss of Rs2.1 billion (US$35.5 million) for the year December 31, 2005, the market was taken by surprise. There had been some rumours that all was not well and that the investment banking regulator, Securities and Exchange Commission of Pakistan (SECP), had sent a team to investigate the a...Starting at €8.20
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Rawayeti Foods: Performance Management in a Family-Owned Business
Asfia Obaid; Anoosha Mazhar; Furwa Batool; Neelab KayaniCase IVEY-9B20M167-EEntrepreneurship, StrategyIn 2017, the chief executive officer of Rawayeti Foods, a Pakistani company dedicated to ensuring the purity and quality of its spices and pulses, was considering the future of his family-owned business. The company had experienced great success since itsStarting at €8.20
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Emaan Modaraba: Islamic Finance and the Real Economy
Diane-Laure Arjaliès, Fawad Rasool BaluchCase IVEY-9B21N010-EFinance, Innovation and ChangeEmaan Modaraba, a Shariah compliant publicly traded modaraba based in Pakistan, made an investment in shares of Indus Motor Company Limited, a listed company assembling Toyota vehicles, in July 2020 – whose shares were designated to be Shariah Compliant aStarting at €8.20
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Modern Agricultural Farm: Budgeting for Control
Muntazar Bashir AhmedCase IVEY-9B13B025-EAccounting and Control, Service and Operations Management, StrategyIn May 2011, the managing partner of the Modern Agricultural Farm in rural Pakistan was reviewing the set of performance reports for the previous month sent by the farm accountant. These reports had been designed by a management analysis and research consultant to convert the farm system to that used by the head office of the Alamgir Group of businesses, of which the farm was a part. There were two concerns: how to handle the fluctuations in the ...Starting at €8.20