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Merging Esso Iceland and Bilanaust (E)
Gerard Seijts; Ken MarkCase IVEY-9B10C020-ELeadership and People Management, StrategyBy the end of 2007, Hermann Gudmundsson (the chief executive officer of N1) created from the merger between Esso Iceland and Bilanaust) was focused on building trust within his organization. By involving employees in decision-making, N1 had received valuable suggestions on effective business operations. But Gudmundsson had noted a lack of chemistry between employees of the two former firms, and thought that a stumbling block to better relations w...Starting at €5.74
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Iceland: Small fish in a global pond
Porter, Michael E.; Ketels, Christian H.M.Case HBS-708472-EEconomicsDescribes the economic development of Iceland since 1945, focusing in particular on the years since 2000, when Iceland experienced strong growth and Icelandic companies aggressively internationalized.Starting at €8.20
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Alvogen: Scaling Entrepreneurship, Teaching Note
Kerr, William R.; Isenberg, Daniel J.Teaching Note HBS-820020-EEntrepreneurshipTeaching note for case 819038.Starting at €0.00
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Liberia
Werker, Eric; Beganovic, JasminaCase HBS-712011-EEconomicsFrom 1989 to 2003 civil war raged in Liberia, causing GDP per capita to drop an unprecedented 90% from peak to trough. The roots of Liberia's conflict and economic decline are complex and intertwined, resting on over a century of discriminatory elite rule and twisted by ethnic politics during a military dictatorship. By late 2011, eight years of post-conflict government have restored basic order, re-opened the country to foreign investors, and ju...Starting at €8.20
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Berendsen Island
Rick Bisselink; Filip Roodhooft; Kristof Stouthuysen; Ineke TeunisCase IVEY-9B15B012-EAccounting and Control, StrategyBerendsen Island, an outsourced workwear service, uses the standard costing model to determine its profitability. Because the company recently reported a loss, the plant manager and the business controller investigate time-driven activity-based costing in an effort to gain insights into its cost structures. The company also needs to provide a quote to two potential new customers.Starting at €8.20
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The Media Industry
Sigurdardottir, S.; Sieber, Sandra; Ricart, Joan EnricTechnical Note SIN-42-EInformation Technologies, Knowledge and CommunicationThe technical note explains the changes that are taking place in the media environment. The note, which is divided into 3 chapters, gives first a brief introduction to the Media industry. Secondly, it gives examples of technological changes affecting the industry such as the Internet, different types of broadband technology (cable, DSL, satellite, MMDS & LMDS, Mobile Broadband, fiber optics etc.), streaming technology and Interactive TV. Finally,...Starting at €8.20
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Liberia, Teaching Note
Werker, Eric; Cornell, IanTeaching Note HBS-713001-EEconomicsTeaching Note for 712011. From 1989 to 2003 civil war raged in Liberia, causing GDP per capita to drop an unprecedented 90% from peak to trough. The roots of Liberia's conflict and economic decline are complex and intertwined, resting on over a century of discriminatory elite rule and twisted by ethnic politics during a military dictatorship. By late 2011, eight years of post-conflict government have restored basic order, re-opened the country to...Starting at €0.00
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Merging Esso Iceland and Bilanaust (C)
Gerard Seijts; Ken MarkCase IVEY-9B10C018-ELeadership and People Management, StrategyBy December 2006, Hermann Gudmundsson (the chief executive officer of both Esso Iceland and Bilanaust) had spent the past 10 months evaluating the strengths and weaknesses of both organizations, and determined that the best approach going forward would be to, "consider creating a new organization with a new structure and a new brand name." He weighed the advantages, disadvantages and costs of either retaining two separate companies and their asso...Starting at €5.74
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Straumur Bank: The Forever Changing Landscape (A)
Mitchell, Jordan; Sigurjónsson, Şröstur Olaf; Rahnema Alavi, AhmadCase F-855-EFinanceThis case traces Straumur Bank's dynamic international growth from a small investment bank to Iceland's fourth largest bank with operations in 10 countries. Case A deals with Straumur's situation as of the third quarter of 2007 when the global financial and banking industry was starting to show significant signs of weakness. The bank's new foreign CEO must decide whether Straumur should continue on its trajectory of aggressive international growt...Starting at €8.20