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El negocio de dióxido de titanio de Du Pont (E)
Ghemawat, PankajCase HBS-309S14StrategyProporciona a los estudiantes la oportunidad de realizar un seguimiento de la evolución de la industria con el tiempo, para explorar el papel que puede desempeñar en la señalización de dicha evolución, y para construir y validar escenarios de la industria.Starting at €5.74
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Intrapreneurship at Alcatel-Lucent
Simon Parker; Ramasastry ChandrasekharCase IVEY-9B14M169-EEntrepreneurship, StrategySince 2006, Alcatel-Lucent, an international telecommunications equipment manufacturer based in Paris, France, has been conducting boot camps for its employees to provide business training and help them monetize their innovative ideas with a view to creating value for the company. The program has led to 32 projects of which two have been commercialized, three transferred to business units within Alcatel-Lucent and one spun off. In 2012, however, ...Starting at €8.20
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Garrard Japan: Global or Local
Paul W. Beamish; Ramasastry ChandrasekharCase IVEY-9B19M031-EStrategyIn late September 2017, the country manager of Garrard Japan was reviewing an interim strategy to deal with emerging, negative views on the ongoing globalization of industry and commerce. Garrard Japan was a wholly owned subsidiary of Garrard S.A., a leading packaged foods company. The European-based multinational enterprise had been a major contributor to globalizing trade and commerce, and the survey results had highlighted a Japanese view that...Starting at €8.20
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Intel Corp. - Bring Your Own Device
V. Joseph Compeau; Nicole R.D. Haggerty; Ramasastry ChandrasekharCase IVEY-9B13E002-EInformation Technologies, StrategySince early 2009, the information technology (IT) division of a leading manufacturer of semiconductor chips had noticed a growing trend among the company’s 80,000 employees worldwide to bring their own smartphones and storage devices to their individual workstations. Recognizing that Bring Your Own Device (BYOD) was not a passing fad but a growing phenomenon, the company decided in January 2010 to formally implement this initiative. As the compan...Starting at €8.20
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Nano Tata-Logy: The People's Car
Oana Branzei; Ramasastry ChandrasekharCase IVEY-9B08M074-EEntrepreneurship, StrategyThe case illustrates the opportunities, challenges and trade-offs involved in the design, prototyping, and marketing of the Nano - the People's Car - by Tata Motors Ltd (TML), a Tata Group Company. The case is set nine months after the January 2008 unveiling of the Nano concept car in New Delhi, India. The company's managing director faces multiple dilemmas in rolling the Nano off the production lines at the manufacturing plant in Singur, includi...Starting at €8.20
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El liderazgo en Internet (B): Barnes & Nobles contra Amazon.com en 2005
Ghemawat, PankajCase HBS-706S02StrategyComplementa el caso (A). Una versión reescrita de un suplemento antes.Starting at €5.74
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Barnes & Noble vs. Amazon.com (Spanish version)
Ghemawat, Pankaj; Baird, BretCase HBS-703S47StrategyDescribes the attempt of a traditional retailer, Barnes & Noble, to counter the challenges posed by an Internet-based start-up, Amazon.com.Starting at €8.20
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Revitalizar Philips (A)
Ghemawat, Pankaj; Lupu, Raluca; Herlicq, Bruno; Nueno, PedroCase E-54EntrepreneurshipDespués de un 2000 brillante, Philips está haciendo frente a las dificultades de una ralentización económica mundial que ha golpeado duramente el sector de la tecnología particularmente, y al cambio de consejero delegado. En 2002, el presidente y consejero delegado de Philips, así como el equipo de la alta dirección, deben reformular su estrategia para revitalizar a la compañía.Starting at €8.20
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Revitalizar Philips (B)
Ghemawat, Pankaj; Herlicq, Bruno; Lupu, Raluca; Nueno, PedroCase E-55EntrepreneurshipVéase el caso Revitalizar Philips (A).Starting at €5.74
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ArcelorMittal (B)
Jean-Louis Schaan; Ramasastry ChandrasekharCase IVEY-9B10M002-EStrategyFrom the perspectives of the senior executive of Mittal and the senior executive of Arcelor, this case looks at post-merger integration. As with many mergers, the ArcelorMittal merger was touted as a merger of equals. Unlike most, it was actually managed as such and it worked. The case series looks at three critical decision points (one for each case) and challenges that the two senior executives faced from the line organization during the execut...Starting at €5.74