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Dhamani Jewels: Becoming a Global Luxury Brand, Teaching Plan
Applegate, Lynda M.Teaching Note HBS-817094-EMarketingTeaching plan for case 815087.Starting at €0.00
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Cravia: Launching High Growth Ventures in the Middle East, Teaching Note
Applegate, Lynda M.; Norris, MichaelTeaching Note HBS-817075-EEntrepreneurshipTeaching Note for case 315049.Starting at €0.00
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Cravia: Launching High Growth Ventures in the Middle East
Applegate, Lynda M.; Norris, MichaelCase HBS-315049-EEntrepreneurshipWalid Hajj (HBS '95), CEO of Dubai-based restaurant franchising company Cravia considers how best to expand his business in the fast-growing Gulf region. Should he add more American brands, expand to nearby countries, or open more of his current lineup of restaurants?Starting at €8.20
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El Proyecto Oxygen de Nokia y MIT (Abreviado)
Henderson, Rebecca M.; Confrey, NancyCase HBS-705S23Strategydesarrollos pendientes en las redes inalámbricas y computación empotrados presente uno de largo alcance desafío estratégico de Nokia, Inc. Este caso describe la tecnología de maneras es propenso a desarrollar en los próximos 20 años, describe brevemente Nokia de la historia y el posicionamiento estratégico, y desafía al lector a desarrollar una estrategia coherente para Nokia en el futuro.Starting at €8.20
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Dhamani Jewels: Becoming a Global Luxury Brand
Applegate, Lynda M.; Mazzanti, LisaCase HBS-815087-EMarketingDhamani started as a loose gemstone dealer in 1969 in Jaipur, India. By the 2000s, it was headquartered in Dubai, United Arab Emirates and had expanded into diamonds and retail. The family business was now in its second generation of leadership and aimed to become a top global jewelry brand within the next 10 years. The family had been successful throughout its various inflection points in the past-had it positioned itself well to soon begin comp...Starting at €8.20
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Ajeej Capital: Investing in Emerging Markets
Viceira, Luis M.; Kuzucu, ErenCase HBS-219029-EFinanceIn October 2007, Tarek Sakka and Fouad Dajani launched Ajeej Capital, the first independent investment advisory in the MENA region. Fittingly named ajeej, an Arabic word which translates to "growth and propagation in a chaotic setting," the firm's AUM grew from $20 million to $1 billion before its 10th anniversary despite a deep-cutting global financial crisis, market turmoil driven by the Arab Spring, and years of weak oil prices. Leveraging dee...Starting at €8.20
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Koita Foods
Applegate, Lynda M.; Ofek, Elie; Norris, MichaelCase HBS-819001-EEntrepreneurshipIn 2018, Mustafa Koita, Founder and CEO of Dubai-based organic milk company Koita has to decide whether or not to pursue an investment from a potential competitor who is coming into his local market.Starting at €8.20
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A.P. Moller-Maersk Group: Evaluating Strategic Talent Management Initiatives, Teaching Note
Groysberg, Boris; Abbott, Sarah L.; Abrahams, RobinTeaching Note HBS-414069-ELeadership and People ManagementTeaching Note for 412147. This teaching note is an accompaniment to the case, A.P. M ller-Maersk Group: Evaluating Strategic Talent Management Initiatives. The case reviews the talent management issues being discussed at Maersk Group, a global conglomerate with large shipping and oil & gas businesses.Starting at €0.00
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F-Secure Corporation: Software as a Service (SaaS) in the Security Solutions Market, Teaching Note
Austin, Robert D.; Applegate, Lynda M.; Lyytinen, Kalle; Penttinen, Esko; Saarinen, TimoTeaching Note HBS-809151-EMarketingTeaching Note for [809099].Starting at €0.00
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Hennes & Mauritz, 2000
Wells, John R.; Danskin, GalenCase HBS-713509-EStrategyIn 2000, Hennes & Mauritz (H&M) was the second-largest and most global player in the fashion retail business. It operated 682 stores, 80% of them outside its home country of Sweden, and achieved revenues of $3.0 billion and operating profits of $375 million. In 1999, when H&M announced plans to enter the U.S., sales had grown 20% per year and operating profits, 30%, for a decade. After the August announcement of U.S. expansion plans, its share pr...Starting at €8.20