This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Search results
-
Scrums, Sprints, Spikes and Poker: Agility in a Bulgarian Software Company
Lucia F. Miree; John E. GalletlyCase IVEY-9B12M007-EInformation Technologies, Leadership and People Management, StrategyThis case is about a software development company, Telerik, which was based in Bulgaria and had international offices. The company was founded in 2002 and had become a world leader in user interface (UI) components for Microsoft’s .NET framework. It was still managed by its original four founders and had grown to 400 employees. In 2006, in response to fast growth and to retain its rapid development product process, Telerik adopted agile developme...Starting at €8.20
-
Hungerit
Bell, David E.; Morton, Sarah; Shelman, MaryCase HBS-510010-EHungary's top producer of poultry products is deciding the company's future strategy in the face of new opportunities in Central and Eastern Europe, a changing retail market in Hungary, and the possibility of increased global competition.Starting at €8.20
-
GLAMI Global Expansion Dilemma: Where, When, and How
Mohit Srivastava; Ladislav TyllCase IVEY-9B19M134-EEntrepreneurship, StrategyGLAMI was launched in October 2013 in the Czech Republic as a fashion search engine with a focus on providing consumers with an accessible platform. It operated a neatly organized online fashion catalogue that consisted of combined products from fashion eStarting at €8.20
-
Telefonica Czech Republic: The Free Revolution (B)
Segarra, José Antonio; Valentí, AlbertCase M-1307-EInnovation and Change, Marketing, StrategyPart B of the case describes what happened eight weeks after the launch of the new Free pricing plans: the decision made by Luis Malvido, CEO of Telefónica Czech Republic; the competition's reaction; the evolution of the market and consumers; new information on the auction, etc. It also presents Telefónica's initial results.Starting at €5.74
-
Transparency International Ukraine
Lucas Monzani; Andrew Rozhdestvensky; Lindsay BirbragerCase IVEY-9B19C026-ELeadership and People Management, StrategyThe overarching vision of the global nongovernmental organization Transparency International was to free the world from corruption. Transparency International Ukraine (TIU) was founded in 2014, after three failed attempts, to tackle the high level of corrStarting at €8.20
-
Telefonica Czech Republic: The FREE Revolution (A)
Segarra, José Antonio; Valentí, AlbertCase M-1306-EInnovation and Change, Marketing, StrategyThe case describes the concerns facing an executive of the Moreno group of companies who is not a member of the owning family when a strategic plan he has presented to the owners is rejected. It also illustrates the role played by the owning family in the governance structure of a family firm.Starting at €8.20
-
Learning From the Entrepreneurial Icebreakers
Prats Moreno, Mª Julia; Sosna, Marc; Sysko-Romanczuk , SylwiaArticle ART-2592-EEntrepreneurship, Innovation and Change, StrategyThis article shares the insights of "entrepreneurial icebreakers" -- business pioneers who launched private companies in Central and Eastern Europe after the fall of the Berlin Wall and who expanded beyond national borders by clearing pathways for themselves and others into international markets around the globe. In documenting the obstacles they had to cut through to get to where they are today, we show the path to break inflexible, outdated str...Starting at €8.20
-
Phenicoptere: Taking GLOV Global
Aleksandra WasowskaCase IVEY-9B18M168-EEntrepreneurship, StrategyOn September 15, 2014, the chief executive officer and the vice-president of the start-up Phenicoptere Ltd. were heading home to Poland. They were returning from a meeting with Armelle S.A. in Marseille, France about selling their innovative product—a makeup-removal glove called GLOV, in Armelle S.A.’s global retail chain. “Isn’t it exciting?” asked the chief executive officer, how often does such a small firm get a chance to talk to the buyers o...Starting at €8.20
-
Telefónica Chequia: la revolución Free (B)
Segarra, José Antonio; Valentí, AlbertCase M-1307Innovation and Change, Marketing, StrategyEn la parte B del caso se explica qué sucedió ocho semanas después del lanzamiento de los nuevos planes tarifarios Free: la decisión de Luis Malvido, presidente ejecutivo de Telefónica Chequia; la reacción de la competencia; la evolución del mercado y los consumidores; o las nuevas informaciones sobre la subasta, entre otras. También se exponen los primeros resultados que obtuvo Telefónica.Starting at €5.74
-
Telefónica Chequia: la revolución FREE (A)
Segarra, José Antonio; Valentí, AlbertCase M-1306Innovation and Change, Marketing, StrategyLuis Malvido, presidente ejecutivo de Telefónica Chequia, debía tomar una decisión trascendental para el futuro de la compañía. Varios años marcados por una rivalidad competitiva habían supuesto un impacto negativo en la rentabilidad de los operadores y el regulador estaba dispuesto a abrir el mercado a un nuevo competidor nacional a través de la subasta de una nueva licencia. Para ello, la empresa había preparado, en el más absoluto secreto, un ...Starting at €8.20