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Rent a bike (A-B-C) - Teaching Note
Fuhrmann T.; Liechtenstein, Heinrich; Johnson, RobTeaching Note FT-63-EFinanceNote prepared as an aid to instructors in the classroom use of cases F-770-E, F-771-E and F-772-E, Rent a bike (A), (B) and (C).Starting at €0.00
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Cofinec: A Private Equity Acquisition in Central Europe - Teaching Note
Urban L.; Liechtenstein, HeinrichTeaching Note FT-67-EFinanceThis teaching note was made as an aid to the use of F-792-E in class.Starting at €0.00
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Dr. Klaus Hommels: The Midasplayer Decision - Teaching Note
Mitchell, Jordan; Liechtenstein, HeinrichTeaching Note FT-71-EFinanceNote prepared as an aid to instructors in the classroom use of case F-806-E Dr. Klaus Hommels: The Midasplayer Decision.Starting at €0.00
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Jointly
Kolarova, Lenka; Liechtenstein, HeinrichCase F-910-EEntrepreneurship, FinanceIt was spring 2012, and Vicente Dahl found himself in a difficult situation. One year earlier, after graduating from IESE Business School, he had decided to take the entrepreneurial career path and co-founded Jointly, a London-based e-commerce marketplace company. Although the business concept proved viable, he and his co-founder had begun to argue about the leadership role in the venture.Starting at €8.20
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Cofinec: una adquisición de "Private Equity" en Europa central
Liechtenstein, Heinrich; Martínez Abascal, Eduardo; Lukasz U.Case F-792FinanceEl caso explica la decisión del director de una central europea de fondos de "Private Equity" sobre qué precio por acción ofertar para absorber a una compañía que cotiza en la bolsa del mercado húngaro. El caso presenta la adquisición de una compañía como un tipo específico de proyecto de inversión. Para poder tomar una decisión, es importante analizar los criterios únicos para una transacción de fondos de Private Equity, además de la derivación...Starting at €8.20
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Investment Banking
de Heredia, Tomás; Cutillas, Sergi; Sánchez de León, Carlos; Soley, Jorge; Liechtenstein, HeinrichTechnical Note FN-424-EFinanceThis note provides an overview of the origins and main activities of investment banks. It explains how they differ from commercial banks, who their main customers are, what financial instruments they use, and how they are evolving to adapt to changing regulatory framework.Starting at €8.20
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Innovation Metrics
Anthony, Scott D.; Johnson, Mark W.; Sinfield, Joseph V.; Altman, Elizabeth J.Book Chapter HBS-4556BC-EStrategyOne of the key challenges for companies seeking to improve their ability to create growth through innovation is that the metrics many companies use to measure innovation run a high risk of actually leading them in the wrong direction. This chapter describes key measurement traps and lays out fifteen potential innovation metrics companies can use to more accurately assess innovation-related activities. This chapter is excerpted from "The Innovato...Starting at €8.20
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Developing Disruptive Ideas
Anthony, Scott D.; Johnson, Mark W.; Sinfield, Joseph V.; Altman, Elizabeth J.Book Chapter HBS-4551BC-EStrategyInnovation isn't predictable. However, remembering key principles and following the straightforward process for generating disruptive ideas that is outlined in this chapter, can reliably increase the odds of coming up with a high-potential idea. This chapter is excerpted from "The Innovator's Guide to Growth: Putting Disruptive Innovation to Work."Starting at €8.20
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QuickBars
Kolarova, Lenka; Liechtenstein, HeinrichCase F-911-EEntrepreneurship, FinanceIt was in September 2012 - one year after his graduation from IESE Business School - when Simon decided to move from the comfort of an employee's life to the unknown territory of entrepreneurship. A year and a half later, the venture had made a lot of progress on product development and acquired several customers. The company had also raised financing from its first angel investor, but the company's postfinancing development was very different fr...Starting at €8.20
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Precursors to Innovation
Anthony, Scott D.; Johnson, Mark W.; Sinfield, Joseph V.; Altman, Elizabeth J.Book Chapter HBS-4547BC-EStrategyBefore turning to individual innovation initiatives or innovation-specific structures, companies need to make sure they have the appropriate precursors for innovation. This chapter describes three critical precursors: a core business that is in control, a game plan for growth, and mastery of the resource allocation process. This chapter is excerpted from "The Innovator's Guide to Growth: Putting Disruptive Innovation to Work."Starting at €8.20