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Al Hilal Bank: Setting an Example
Assem Safieddine; Ken MarkCaso IVEY-9B11N019-EDirección estratégica, FinanzasOn December 22, 2010, the chief executive officer of Al Hilal Bank in the United Arab Emirates was preparing to address a group of international banking executives who were interested in understanding what decisions had contributed to Al Hilal’s success thus far, and what challenges the bank would face in 2011 and beyond. In two and a half years, Al Hilal had developed a respected and fast-growing Islamic bank. The Al Hilal team had combined a fo...Desde 8,20 €
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Gulf Bank: Re-Building a Bank
Walid Busaba; Zeigham Khokher; Assem Safieddine; Ken MarkCaso IVEY-9B11N008-EDirección estratégica, FinanzasIn December 2009, about a year after it suffered a crisis when clients walked away from massive derivative losses, Gulf Bank’s new CEO is trying to change the governance and operation of Gulf Bank. This case focuses on a turnaround situation and provides students with insight into evolving corporate governance standards in Kuwait. After assessing the situation that the CEO faces, students have to decide what change he should pursue and how he sho...Desde 8,20 €
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Corporate Governance Standards: Qatar Telecom Acquires Wataniya Telecom
Assem Safieddine; Zeigham Khokher; Ken MarkCaso IVEY-9B09M048-EDirección estratégica, FinanzasThis case focuses on the issue of corporate governance in the Middle East. A senior official at the Kuwait Stock Exchange (KSE) is looking at a recent transaction in which Qatar Telecom (Qtel) acquired National Mobile Telecommunications Company KSC (Wataniya). The KSE official wondered whether, at the company level, inadequate corporate governance measures had allowed this alleged unequal treatment to pass unchallenged. More importantly, at the e...Desde 8,20 €
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General Electric's Expansion in the Middle East
Assem Safieddine; Shadi Rhayem; Ken MarkCaso IVEY-9B14M141-EDirección estratégicaIn July 2012, a senior manager in the corporate strategy team of General Electric (GE) was wondering what changes he should recommend for its strategic plans in the MENAT region (the Middle East, North Africa, Turkey and Pakistan). First, the senior corporate strategist wanted to get a better understanding of how regional management had succeeded in growing its business despite the barriers it had faced, such as political instability, difficultie...Desde 8,20 €