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Nacre (B): a Steep and Risky Climb to Success: Decisions & Consequences
Prats, Mª Julia; Sosna, Marc; Darsch, DaveFocused Case EFC-7-EEntrepreneurship, Innovation and ChangeThis case B cannot be taught as a stand-alone case, but is a direct continuation of the FocusCase "Nacre: Turning a Lab Idea into a High-Growth Firm (A)" [EFC-2-E]. This case B describes the strategic decisions and actions of the CEO and how eventually, this firm - with only 12-15 employees at that time (plus a large contract manufacturer) - manages to land a US-$30 million deal with the US Marine Corp. Soon after, this company is acquired by a l...Starting at €8.20
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Global Asset Allocation: All That Glitters?
Warnock, Francis E.Case DARDEN-F-1646-EFinanceFully updated through mid-2015, this case examines the gold market. To decide whether to initiate a position in gold, the protagonist must assess its features as a strategic component in any portfolio as well as whether the time is right for an opportunistic tactical allocation. Factors that must be considered include how supply and demand for gold will be affected by the paths of real interest rates, inflation expectations, the eurozone debt cri...Starting at €8.20
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Global Asset Allocation: Investing in a Time of Debt, Deficits, and Quantitative Easing
Warnock, Francis E.; Wurster, LizCase DARDEN-F-1738-EBuilt into a pension fund's calculations was a 7% expected return, but in this world of debt, deficits, and quantitative easing (and negative interest rates!), could such a return be counted on? Or was it necessary to reduce the fund's expected returns assumptions? And whether or not assumptions on expected returns were changed, should the fund's global asset allocation be altered? This case provides an opportunity for students to form, in the co...Starting at €8.20
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A Technical Note on the Open Economy IS/LM Model
Warnock, Francis E.Technical Note DARDEN-BP-0528-ECorporate GovernanceThis technical note introduces the basic structure of what we call the Three-Paned Model. The model is essentially just an “opening up” of the closed-economy IS/LM Model, with the main pane being the IS/LM Model (modified only slightly to allow for international trade) and two additional panes that determine the amount of capital inflows, net exports, and the exchange rate. This note is not a substitute for the more in-depth presentation of these...Starting at €8.20
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Global Asset Allocation: Crude Calculations
Warnock, Francis E.; Hergenroeder, LeoCase DARDEN-F-1647-EFinanceFully updated through end-2017, this case examines the oil market. The protagonist's task was to decide whether her pension fund should allocate some funds to oil, and if so, how much. The decision requires an assessment of oil’s features as a strategic component in any portfolio as well as whether the time is right for an opportunistic tactical allocation. Factors that must be considered include how supply and demand for oil will be affected by ...Starting at €8.20
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Draghi's Commitment
Warnock, Francis E.Case DARDEN-GEM-0113-EEconomicsFully updated through end-2015, this case examines the eurozone from the perspective of core and periphery long-term rates. By 2010, the “Great Convergence” in eurozone long-term rates during the late 1990s had given way to the “Great Divergence” in which German long-term yields fell to record lows while Greek yields bounced between 20% and 40%. Periphery bond markets improved sharply in late summer 2012 after Draghi committed to do “whatever it ...Starting at €8.20
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JacobsRimell (A): Leading out of Bankruptcy: A CEO takes on the role of "bad cop" to save a failing UK software company
Prats, Mª Julia; Sosna, Marc; Darsch, DaveFocused Case EFC-8-EEntrepreneurship, Innovation and ChangeThis FocusCase is about a young VC-backed technology company in the UK, trying to turn around from a near-death crisis. The company offered a technology related to the management of broadband access, VoIP and digital television (DTV) services to large TelCos and cable providers, but is on the verge of bankruptcy after they have unexpectedly lost two large contracts within a very short time. The VC firm is bringing in a new (first-time) CEO in ord...Starting at €8.20
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Intrapreneurship in Telefónica: Wayra, a Company Faster Than the Wind
de Ros, María del Mar; Prats, Mª JuliaCase E-162-EEntrepreneurship, Information Technologies, Innovation and ChangeWayra was founded as an independent company (100% owned by Telefónica) with the mission of detecting talent in young entrepreneurs, developing the local entrepreneurship ecosystem and, at the same time, attempting to transform corporate culture. If, up until this point, the Wayra team had sought perfection in its method of operation rather than being the exception, now that it was reporting directly to the CEO and the organization had its eyes on...Starting at €8.20
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Atam: Innovating in the Social Sector (A)
Elvira, Marta; Prats, Mª Julia; Plaza López, LuisCase DPO-244-EBusiness Ethics and Corporate Social Responsibility, Entrepreneurship, Innovation and ChangeAtam is an association of Grupo Telefónica, which was founded in 1973 with the aim of providing assistance for the disabled and elderly dependents. It was the result of an agreement between the company and its labor unions. It is a nonprofit, national organization, declared to be serving the public interest, and has 60,000 members belonging to 28 companies of the group. Atam has three major areas of action: individual financial support, direct-ca...Starting at €8.20
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Telefónica: 95 Years of Innovation
Prats, Mª Julia; Bria, Vittoria EmanuelaCase E-217-EEntrepreneurship, Innovation and ChangeIt was another hot sunny day in Madrid. Miguel Arias was sitting in his office. On the Global Entrepreneurship Director's desk was a list of questions to address during an interview that afternoon. It had been a long road to open innovation in Telefónica, characterized by the many challenges the company faced: innovation in products, the rise of new competitors in new economies; as well as by the many goals reached, especially in the last ten yea...Starting at €8.20