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Squeeze to Infinity: Porsche's Attempt to Acquire Volkswagen
Saffi, Pedro; Simon, JanCase F-848-EFinanceThe German financial market regulator (BaFin) had recently come under severe national and international pressure because of large market movements in Volkswagen stocks, caused by Porsche's announcement that it acquired a much larger than expected stake in the company. At one point, the firm had become the largest company in the world and, in one afternoon, its market capitalization was bigger than that of the entire car industry. In the blame gam...Starting at €8.20
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Volkswagen AG: valoración en 2009 (A)
Saffi, Pedro; Vergara, CarlesCase F-845FinanceEl presente caso se propone presentar dos de las técnicas de valoración más elementales y usadas con mayor frecuencia: el modelo de descuento de dividendos (DDM) y la valoración de múltiplos. Los estudiantes deben valorar Volkswagen AG en el contexto de su acuerdo de fusión con Porsche y una profunda crisis económica que ha golpeado con fuerza la industria automovilística. Este caso está pensado para usar al principio de un curso MBA estándar sob...Starting at €8.20
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When Consultants and Clients Clash (HBR Case Study and Commentary)
Kesner, Idalene F.; Fowler, Sally; Rau, John; Fombrun, Charles. J.; Schaffer, Robert H.; Maister, David H.Article HBS-97605-EKnowledge and CommunicationThis fictitious case study by Idalene F. Kesner, the Frank P. Popoff Professor at Indiana University, and Sally Fowler, assistant professor at Victoria University, explores the issues that arise when the wires get crossed between a team of consultants and their key client. The client is the CEO of a newly-merged company; the consultants have been hired to help knit together the two former companies' policies and cultures. Unfortunately, the clien...Starting at €8.20
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Volkswagen AG: Valuation in 2009 (A)
Saffi, Pedro; Vergara, CarlesCase F-845-EFinanceThe purpose of this case is to introduce two of the most basic and used valuation techniques: dividend discount model (DDM) and multiples valuation. Students are required to value Volkswagen AG in the context of its merger agreement with Porsche and a major economic crisis that strongly affected the car industry. This case is designed for use at the beginning of a standard MBA Corporate Finance course, but can also be placed in any valuation modu...Starting at €8.20
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Leadership Development: Perk or Priority? (HBR Case Study and Commentary) (Spanish version)
Kesner, Idalene F.; Burnett, Susan; Morrison, Mike; Tichy, Noel M.; Owens, DavidArticle HBS-R0305ALeadership and People ManagementKaren Barton, Zendal Pharmaceuticals' senior vice-president of human resources, was livid when COO Dave Palmer slashed her executive education budget by 75%. Without funding, there could be no in-house leadership development program, which was to be the first step toward a full-blown Zendal University. Palmer was not against bold initiatives, but sales were down 26%, and there was that $300 million debt Zendal took on when it acquired Premier Pha...Starting at €8.20
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Leadership Development: Perk or Priority? (HBR Case Study and Commentary)
Kesner, Idalene F.; Burnett, Susan; Morrison, Mike; Tichy, Noel M.; Owens, DavidArticle HBS-R0305A-ELeadership and People ManagementKaren Barton, Zendal Pharmaceuticals' senior vice-president of human resources, was livid when COO Dave Palmer slashed her executive education budget by 75%. Without funding, there could be no in-house leadership development program, which was to be the first step toward a full-blown Zendal University. Palmer was not against bold initiatives, but sales were down 26%, and there was that $300 million debt Zendal took on when it acquired Premier Pha...Starting at €8.20
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Coach Who Got Poached (HBR Case Study and Commentary)
Kesner, Idalene F.; Browning, Peter; Morgan, Frank; Saint-Onge, Hubert; King, Charles H.Article HBS-R0203A-ELeadership and People ManagementJared Gordan, the president of the Industrial Products Division for Compunext, is a first-rate manager. In just three years, he's turned around a flagging division and increased sales and profits by 50%--a dramatic shift from five years earlier, when analysts were suggesting that the company sell the division. But that's not all. In addition to being a turnaround expert, Jared has shown a special aptitude for recruiting and developing talent. Man...Starting at €8.20
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When an Executive Defects (HBR Case and Commentary)
Sharma, Anurag; Kesner, Idalene F.; Coleman, Kenneth L.; Greyser, Stephen A.; Burlingame, Hal; Galford, Robert; Rubin, Gregory S.Article HBS-97111-ELeadership and People ManagementThe news that one of the company's senior managers is leaving comes as a complete surprise to Paul Simmonds, CEO of Kinsington Textiles, Inc. (KTI). Ned Carpenter, KTI's vice president of operations for three years, writes in his resignation letter that he is leaving for a better opportunity. Simmonds soon learns that Carpenter's new job is at Daltex, one of KTI's main rivals in the intensely competitive carpet industry. In this fictitious case s...Starting at €8.20
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Class--or Mass? (HBR Case Study and Commentary)
Kesner, Idalene F.; Walters, Rockney; Schulman, Dan; Jain, Dipak C.; De La Renta, Oscar; Bolen, Alexander L.; Nagle, Thomas T.Article HBS-R0504A-EMarketingJim Hargrove, the marketing director of $820 million Neptune Gourmet Seafood, is having a bad week. Neptune is the most upmarket player in the $20 billion industry, and the company is doing everything it can to preserve its premium image among customers. But Neptune's recent investment in state-of-the-art freezer trawlers, along with new fishing regulations, is resulting in catches that are bigger than ever. Though demand is at an all-time high, ...Starting at €8.20