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Hindustan Unilever Ltd.: Meeting Employee Expectations
Shashank Shah; Ajith Sankar; David J. SharpCaso IVEY-9B13C036-EDirección estratégica, Liderazgo y Dirección de personasThe executive director, human resources, at Hindustan Unilever Ltd., a market leader in the Indian fast moving consumer goods sector and the Indian subsidiary of the major multinational, Unilever Ltd., is concerned that the company may be losing its position as the “dream employer” for graduates from the top Indian business schools from which it recruits its management personnel. The shifting demographic profile of employees and their changing ex...Desde 8,20 €
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Acer Incorporated: Core Management Principles
David J. Sharp; Lynette Chou; Hsien-Lian ChiuCaso IVEY-9B10N034-EDirección estratégica, FinanzasThe chief financial officer of Acer Incorporated has to decide how to manage the higher level of complexity of the company's exchange risk after their restructuring. This must be done in a way which is consistent with Acer's core principles, one of which is to find simple effective solutions to unavoidable business risks. The case addresses the technical issues of exposure measurement and hedging, the challenge of hedging expected, but not contra...Desde 8,20 €
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Hummus Bar: Dipping into International Markets
Ilan Alon; Jennifer Dugosh; Yusaf AkbarCaso IVEY-9B13M060-EDirección estratégica, Iniciativa emprendedoraThe founder of Hummus Bar, a successful restaurant in Hungary, is considering expansion. He is struggling to identify and select the most promising market. Should he pursue domestic expansion or consider internationalizing his concept? The founder wants to recruit and involve additional investors to spread risk, enhance the brand through diversified skill sets and ensure he selects the most appropriate entry strategy.Desde 8,20 €
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Succession Planning: Surviving the Next Generation
Ilan Alon; Kimberley HowardCaso IVEY-9B09C015-EDirección estratégica, Iniciativa emprendedora, Liderazgo y Dirección de personasIn late May 2009, Albert Bohemier, CEO of Survival Systems Limited (SSL), located in Dartmouth, Nova Scotia, paced the deck of the training pool at Survival Training Simulation Theatre wondering how best to transition the company to new leadership. During the past five years, attempts at succession planning had been unsuccessful. As the leader of the company for over 25 years, Bohemier was ready to retire, but there were many aspects of successio...Desde 8,20 €
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Brand Israel: Marketing in Crisis
Ilan Alon; Rommey Hassman; Meredith Lohwasser; Jennifer DugoshCaso IVEY-9B13A016-EDirección estratégica, MarketingIsrael had experienced great change since its founding in 1948 to become arguably the most prosperous nation in the Middle East. With the exception of the United States and more recently China, Israel had more companies listed on the NASDAQ than any other. It spent a larger percentage of its budget on research and development than any other country in the world. Multinational companies like Intel, Microsoft, Google, Cisco, Motorola, Mitsubishi, H...Desde 8,20 €
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Tesu SZZ d.o.o.
David J. SharpCaso IVEY-9B13B017-EContabilidad y control, Dirección estratégicaThe chief executive officer of Tesu, a small manufacturing company in Croatia, and a consultant hired to solve Tesu's production problems both realize that the company has several problems, the most pressing of which is a shortage of cash. Together, they need to come up with a plan to restore cash flow and improve production efficiencies.Desde 8,20 €
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Marks and Spencer Enters China
Jane Menzies; Ilan Alon; Jennifer DugoshCaso IVEY-9B12A036-EDirección estratégica, MarketingMarks and Spencer (M&S) had first ventured into international markets 70 years ago. By 2012, M&S had 337 stores in 41 countries. Although M&S saw itself as a U.K. retailer that exported its products, the company had been attempting to reduce its dependency on the U.K. economic cycle. Its goal was to increase international sales from £800 million to £1.0 billion by 2013/14. By 2020, M&S wanted to be an international, multi-channel retailer. When t...Desde 8,20 €
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Yogurt Mamas: Probiotics in Tanzania
Oana Branzei; David J. Sharp; Jessica Kelly; Osama SiddiquiCaso IVEY-9B09M051-EDirección estratégica, Iniciativa emprendedora, MarketingThis case illustrates a grassroots enterprise's path to self-sufficiency in a subsistence market context. It explores the gradual evolution of a business model with strong social mandates (pro-health, pro-women) and asks which growth options best marry profitability and positive social change. The Mwanza, Tanzania-based Yogurt Mamas emerge as entrepreneurial role models in their communities, with funds from Western donors and an exciting new tech...Desde 8,20 €
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British Airways' Adoption of IFRS 2005
David J. Sharp; Matt FentonCaso IVEY-9B08B003-EContabilidad y control, Dirección estratégicaAn investment adviser has to evaluate the consequences for a client's pension fund of British Airways' balance sheet disclosure of a write-down of £ 1.3 billion associated with their unfunded pension liability, resulting from the company's required adoption of International Financial Reporting Standards in 2005.Desde 8,20 €
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Revenue Recognition for a Services Contract
Pratibha Wasan; David J. SharpCaso IVEY-9B15B005-EContabilidad y control, Dirección estratégicaOn November 25, 2012, the head of Revenue Recognition at ESol Limited (ESol) India was preparing for a meeting with the company’s sales team at the head office in Bangalore. ESol Limited was a large, U.S.-based multinational information technology corporation, which had moved into India in 2000. Since then, its management had insisted on the need for close monitoring of accounting procedures in strict adherence to Generally Accepted Accounting Pr...Desde 8,20 €