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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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Los Grobo: Farming's Future
Bell, David E.; Scott, CintraCase HBS-511088-ETo maximize their effectiveness, color cases should be printed in color. This case describes the international expansion plans of the second largest grain producer in Latin America, Los Grobo. Based in Argentina with US$550 million in annual sales, Los Grobo also operated in Brazil, Uruguay, and Paraguay--usually with local partners. Los Grobo had an unusual business model: it did not own land nor farm machinery. Instead, it created a network of ...Starting at €8.20
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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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Los Grobo: El futuro de la agricultura
Bell, David E.; Scott, CintraCase HBS-511S06Knowledge and CommunicationPara maximizar su eficacia, los casos de color deben imprimirse en color. Este caso describe los planes de expansión internacional de la segunda mayor productora de cereales en América Latina, Los Grobo. Con base en Argentina con US $ 550 millones en ventas anuales, Los Grobo también operaba en Brasil, Uruguay, Paraguay y - por lo general con los socios locales. Los Grobo tenía un modelo de negocio inusual: no lo hizo maquinaria propia tierra ni ...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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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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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
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Vivian Lowery Derryck and African Governance, Teaching Note
Yatsko, PamelaTeaching Note HBS-ALI023-ETeaching note for case ALI002.Starting at €0.00