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Harlequin Enterprises: Assessing e-Books
Rod E. White; Tony S. Frost; Ken MarkCase IVEY-9B14M027-EStrategyHarlequin Enterprises is a well-known publisher of women's fiction and the global leader in series romance fiction. In 2013, e-book penetration of romance fiction has exceeded 50 per cent of unit sales. The vice-president of strategy is trying to make sense of the e-book opportunity and threat. She is wondering what impact e-books would have on Harlequin's business model: its relationship with authors, distributors and competitors.Starting at €8.20
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Environmental Technology Fund Partners and E-Leather
Gandhi, Vikram; Sesia, AldoCase HBS-318001-EFinanceIt is 2014 and Environmental Technologies Fund (ETF) Partners, a U.K.-based venture capital firm, has an opportunity to invest in a privately-held U.K. company that manufactured engineered composition leather extracted from waste leather using an environmentally-friendly process. The end product looked, smelled and felt like natural leather. Scalable marketplace adoption of E-Leather's products looked promising, but was just that-promising. And t...Starting at €8.20
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New York Bakery (E)
David Loree; Ken MarkCase IVEY-9B10C023E-EEntrepreneurship, Leadership and People Management, StrategyA technical consultant is travelling to New York Bakery, and eastern U.S. confectionery company that is under bankruptcy protection. The consultant's task is to assess New York Bakery's readiness for the installation of a new payroll system, which will help it move through the bankruptcy process. By his first week on the job, the consultant realizes that his task is greater than he imagined. In trying to help the organization prepare for the chan...Starting at €5.74
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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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The Chad-Cameroon Petroleum Development and Pipeline Project (E)
Esty, Benjamin C.; Sesia, AldoCase HBS-209082-EFinanceStarting at €5.74
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COFCO Xinjiang Tunhe Co., Ltd. (Spanish Version)
Bell, David E.; Sesia, AldoCase HBS-515S08MarketingEn 2005, COFCO Ltd., una de las compañías más grandes y exitosas de China, Xinjiang adquirida Tunhe, un tomate de procesamiento firme, que había sido, en los últimos años, mal gestionado. COFCO cambió el equipo directivo de Tunhe y se dispuso a crear una cultura de profesionalismo e impresionó a los empleados que el cliente era lo primero. Qin Yelong, presidente Tunhe, tenía metas ambiciosas para la compañía. quería Tunhe a ser el mayor proveedor...Starting at €8.20
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PureCircle
Bell, David E.; Sesia, AldoCase HBS-510032-EStrategyIn December 2008, the U.S. Food and Drug Administration (FDA determined that high-purity Rebaudioside A (Reb A), a natural and calorie-free product that a young company named PureCircie manufactured from the Stevia plant, could be used in beverages, foods, and as a table top sweetener in the U.S.-the largest market for sugar and sweeteners in the world. While the FDA's determination was the breakthrough the company had hoped for, much remained un...Starting at €8.20
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COFCO Xinjiang Tunhe Co., Ltd.
Bell, David E.; Sesia, AldoCase HBS-508079-EMarketingIn 2005, COFCO Ltd., one of China's largest and most successful companies, acquired Xinjiang Tunhe, a tomato processing firm, which had been, in recent years, poorly managed. COFCO changed Tunhe's management team and set out to create a culture of professionalism and impressed upon the employees that the customer came first. Qin Yelong, Tunhe president, had ambitious goals for the company. he wanted Tunhe to be the world's largest supplier of tom...Starting at €8.20
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Industrial Accessories Ltd.
James E. Hatch; Ken MarkCase IVEY-9B08N024-EEntrepreneurship, FinanceThe president of Industrial Accessories Ltd. (IAL) was preparing for a meeting to consider a management buyout of IAL. IAL was a privately owned maker of attachments for construction vehicles based in British Columbia, Canada. IAL was founded in 1970 by Gerald Stone, now chairman and CEO of IAL. Stone had decided to sell IAL because of health problems. Because he had no suitable heirs to take on leadership of the company, the president and three ...Starting at €8.20
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Lululemon Athletica: Pitching an IPO
Larry Wynant; James E. Hatch; Ken MarkCase IVEY-9B11N012-EFinanceThe managing director at a major investment bank is preparing his team for a visit to Lululemon Athletica, a yoga-inspired athletic apparel company. The investment bank has been following Lululemon’s development over the past few years and is impressed by the company’s unique positioning and rapid growth. The bank believes that there is a window of opportunity for Lululemon’s founder and private equity investors to either undertake an initial pub...Starting at €8.20