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Koji Yamada in India (C): Managing an India-Japan Joint Venture (Chinese Version)
Saka, Fuyuki; Lee, Yih-Teen; Almandoz, John; Cheely, MichaelCase DPO-349-ZHLeadership and People ManagementKoji Yamada, from Japan, needs to implement a revenue enhancement project (REP) in India in a JV formed by two important players from Japan and India. However, he encounters challenges in getting a clear commitment from his Indian counterparts, who feel that they know more about the Indian market and are not convinced by the relevance of the project led by Yamada. Moreover, there seem to be some cultural differences in the way they communicate. E...Starting at €5.74
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Palau de la Música Catalana: Management, Control and Fragility of Culture (Chinese Version)
Alegre, Inés; Davila, AntonioCase C-751-ZHAccounting and ControlThe case describes the events that led to a leadership renewal in the Palau de la Música Catalana. It deals with issues ranging from internal control, corporate governance, non-profit groups and management in the organization, as a resource for the institution.Starting at €8.20
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Eurostar and the Channel Tunnel Incident (A) (Chinese Version)
Rocha e Oliveira, Paulo; Lago, Alejandro; Valadas, JorgeCase M-1251-ZHMarketing, Service and Operations ManagementThis case describes the ordeal experienced by passengers who were trapped under in English channel on December 2009 and poses questions related to how managers should react to the situation. The main issues that come out in the case relate to how the firm should react to this service failure.Starting at €8.20
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Stratitek B.V. (Chinese Version)
Johnson, RobCase E-72-ZHEntrepreneurshipThe directors of Stratitek have been approached by a company wishing to buy an investor's 50% shareholding in Stratitek and must determine the current value of their company for the negotiations.Starting at €8.20
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Fiat Auto 2003: A new opportunity (Chinese Version)
Díaz, Juan José; Fité, Rosa María; Nueno, PedroCase E-61-ZHEntrepreneurshipFiat Auto had been operating at a loss for several years and in 2002 its losses had increased 150%. The crisis began in the years 1990-1999, when the company had focused its efforts on developing traditional products that sold best in Italy and emerging markets. Meanwhile, it had passed up the opportunity to take the lead in new segments such as multi-purpose vehicles (MPVs), sports utility vehicles (SUVs) and "city cars". In 1998 the company ann...Starting at €8.20