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LPP Reserved: Growth Strategies of a Fashion Retailer in Central and Eastern Europe
Renart, Lluís G.Caso M-1213-EGobierno corporativoIn 1989 two Polish entrepreneurs set up a company to import clothing. From 1999 they began to open their own retail stores. In 2001 the company went public on the Warsaw Stock Exchange. By 2007 it had three fashion retail chains with a total of 345 stores, a turnover of nearly ¿400m and profits of about ¿40m. In March 2008 the management was looking at the issue of how to continue growing, and in particular whether or not to buy another Polish fa...Desde 8,20 €
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LPP Reserved: Estrategias de crecimiento de un minorista de moda en Europa central y oriental
Renart, Lluís G.Caso M-1213Gobierno corporativoEn 1989, dos emprendedores polacos crearon una empresa de importación de prendas de vestir. A partir de 1999 empezaron a abrir sus propias tiendas detallistas. En el año 2001 la empresa empezó a cotizar en la bolsa de Varsovia. En 2007, la empresa ya disponíade tres cadenas detallistas de prendas de vestir de moda, con un total de 345 tiendas, una facturación de casi 400 millones de euros y unos beneficios de unos 40 millones de euros. En marzo d...Desde 8,20 €
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The Akamai Technical Academy
Applegate, Lynda M.; Barnett, JamesCaso HBS-821021-ELiderazgo y Dirección de personasBy January 2020, Akamai Technologies had completed eight Akamai Technical Academy training programs in the U.S., Costa Rica, and Poland. Academy programs trained individuals without a traditional STEM degree for technically oriented jobs at Akamai. With aims to improve diversity across the technology sector, leadership considers expanding the ATA's reach.Desde 8,20 €
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Phenicoptere: Taking GLOV Global
Aleksandra WasowskaCaso IVEY-9B18M168-EDirección estratégica, Iniciativa emprendedoraOn September 15, 2014, the chief executive officer and the vice-president of the start-up Phenicoptere Ltd. were heading home to Poland. They were returning from a meeting with Armelle S.A. in Marseille, France about selling their innovative product—a makeup-removal glove called GLOV, in Armelle S.A.’s global retail chain. “Isn’t it exciting?” asked the chief executive officer, how often does such a small firm get a chance to talk to the buyers o...Desde 8,20 €
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RMS Teleinformatics' CEO - Between the Devil and the Deep Blue Sea: When the Interest of Shareholders and the Company Are at Odds
Moszoro, Marian; Jamro, KonradCaso E-140-EGobierno corporativoRMS Teleinformatics is a high-tech, privately owned company which has been active in the Polish market for 18 years, with over 40 million EUR of revenue. Its CEO wants to grow the company and ensure a better future. He therefore negotiates an investment from a private equity fund (PE). However, the owner of the company and the main shareholder (98% of shares) are against PE, because, according to the five-year projections, the company will be bet...Desde 8,20 €
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Tequila Mobile SA, Teaching Note
Halaburda, Hanna; Surma, JerzyNota del Instructor HBS-712473-EDirección estratégicaTeaching Note for 712453.Desde 0,00 €
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Forta Furniture: International Expansion, Teaching Note
Quelch, John A.; Easwar, KarthikNota del Instructor HBS-918548-EMarketingTeaching note for case 918547.Desde 0,00 €
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Poland: The transition to a free economy (A)
Gual, Jordi; Mech C.Caso ASE-253-EEconomíaDesde 8,20 €
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Poles apart on PZU (C)
Gino, Francesca; Dessain, Vincent; Misztal, Karol; Khayyat, MichaelCaso HBS-912015-EAfter a decade-long dispute with the Polish State Treasury, in October 2009 the Dutch insurer Eureko agreed to exit PZU in exchange for compensation. Who was the biggest beneficiary of the settlement: Eureko, the Treasury, or PZU itself?Desde 5,74 €