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Formula E Championship Racing (A)
Higgins, Robert F.; Weber, JamesCase HBS-819011-EEntrepreneurshipFormula E founder and CEO Alejandro Aga obtained the rights to develop a new electric car racing series from the F d ration Internationale de l'Automobile (FIA). Agag needed to develop the series from scratch-developing a race car, finding teams willing to race, cities willing to host races, and sponsors, media partners, and investors willing to fund the series. The first race was one year away. How should Agag go about developing this new seri...Starting at €8.20
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Formula E Championship Racing (B)
Higgins, Robert F.; Ma, Susie L.; Weber, JamesCase HBS-819012-EEntrepreneurshipFormula E's season three is nearly complete. CEO Alejandro Agag needs to examine his business model to ensure the racing series is positioned to grow sustainable in the years to come.Starting at €5.74
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Formula E Championship Racing (A) and (B), Teaching Note
Higgins, Robert F.; Weber, JamesTeaching Note HBS-819101-EEntrepreneurshipTeaching note for cases 819011 and 819012.Starting at €0.00
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Marine Harvest: Leading Salmon Aquaculture
Bell, David E.; Johnson, RyanCase HBS-512042-ETo maximize their effectiveness, color cases should be printed in color. Marine Harvest has the leading position in salmon aquaculture. Aquaculture is very much a growth business, many believing it could play a major role in solving the world's growing need for protein. The CEO is considering three alternatives for taking advantage of his firm's dominant position. Expand production in Chile, produce value-added salmon products, or backward-integr...Starting at €8.20
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The Hain Celestial Group
Bell, David E.; Alvarez, Jose B.; Weber, James; Shelman, MaryCase HBS-516007-EStrategyHain Celestial manufactured natural and organic food and personal care products to be sold to retailers of these products. The company had grown successfully and profitably through acquisitions and organically for two decades. In late 2015, Hain faced challenges on several fronts. First, new consumers were interested in these products and these consumers had characteristics different from those of historical consumers in the segment. Second, the ...Starting at €8.20
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Home Depot and Interconnected Retail
Alvarez, Jose B.; Ton, Zeynep; Johnson, RyanCase HBS-512036-EIn November 2011, just days before the holiday shopping rush, the senior leadership team of The Home Depot, Inc., (Home Depot), the world's largest home improvement chain, discussed how best to navigate the new interconnected world of retail. Retailers across the board faced a rapidly changing environment with the growing acceptance of on-line retailing that empowered customers by providing greater price transparency and more options. Marketing c...Starting at €8.20
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Merrill Lynch: Opción Integrada (abreviado)
McFarlan, F. Warren; Weber, JamesCase HBS-304S26MarketingMerrill Lynch, una firma de corretaje de servicio completo con $ 1,5 billones en activos de clientes, está siendo atacada por tanto de descuento y las firmas de corretaje electrónico. Responde con Integrado Choice, una suite de productos diseñados para clientes de captura, desde el do-it-yourself inversor que no quieren usar un intermediario para los clientes que quieren confiar plenamente en un corredor. La estrategia es de alto riesgo y requier...Starting at €8.20
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Home Depot and Interconnected Retail (Spanish Version)
Alvarez, Jose B.; Ton, Zeynep; Johnson, RyanCase HBS-518S06Knowledge and CommunicationEn noviembre de 2011, pocos días antes de la fiebre de compras navideñas, el equipo de liderazgo senior de The Home Depot, Inc., (Home Depot), la mayor cadena de mejoras para el hogar del mundo, discute la mejor manera de navegar por el nuevo mundo interconectado de venta al por menor. Las tiendas de toda la junta se enfrentaron a un entorno que cambia rápidamente con la creciente aceptación de la venta minorista en línea que los clientes faculta...Starting at €8.20
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Social Strategy at Nike
Piskorski, Mikolaj Jan; Johnson, RyanCase HBS-712484-EStrategyNike, which first started experimenting with social media and networking in 2004, has been consistently reducing its spending on traditional advertising. Yet, Nike has not pulled back on its overall marketing budget, instead opting to focus on "nontraditional" advertising through new mediums. In doing so, the team hoped to build online communities to foster a closer relationship with its consumers. By 2012 Nike had committed to a social strategy ...Starting at €8.20
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OrganJet and GuardianWings
Battilana, Julie; Weber, JamesCase HBS-413068-ELeadership and People ManagementStarting at €8.20