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Publicizing Know-How: DGA's Initial Public Offering
Moszoro, MarianCase F-853-ECorporate Governance, FinanceThe case presents the initial public offering of DGA ¿ a relatively small consulting firm, but at the same time the first in Central & Eastern Europe and one of a few in the world to go public. The reader stands over the decision-maker¿s dilemma, whether entering the stock exchange is a proper way for the development of a company which is heavily dependent on specific human assets in the form of know-how of key managers, and which revenues are su...Starting at €8.20
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Li & Fung 2006
McFarlan, F. Warren; Kirby, William C.; Manty, Tracy YuenCase HBS-307077-EService and Operations ManagementDescribes the opportunities and strategy facing one of the most innovative global supply-chain companies, and the strategy it has chosen to deal with the expanding demand for its services. Li & Fung links thousands of factories in India, China, and elsewhere to nearly a thousand large retailers, primarily in the U.S. and Europe. It basically does the supply-chain job faster and more accurately with the aid of a sophisticated information system th...Starting at €8.20
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Upcycling in the Circular Economy: The Novetex Upcycling Spinning Mill in Hong Kong
Lee, Hau; Keh, Edwin; Tang, Christopher S.Case SGSB-GS93-EService and Operations ManagementNovetex, one of the world’s largest single-site spinners, was celebrating the opening of its new spinning mill in 2018. The Hong Kong-based company had spent four decades expanding its operations, and its main factory was in Zhuhai, in southern China. But this new facility would be in Hong Kong, and would produce yarn from waste material in Hong Kong’s textile and apparel industry. This case looks at Novetex’s commitment to environmental sustain...Starting at €8.20
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LPP Reserved: Estrategias de crecimiento de un minorista de moda en Europa central y oriental
Renart, Lluís G.Case M-1213Corporate GovernanceEn 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...Starting at €8.20
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LPP Reserved: Growth Strategies of a Fashion Retailer in Central and Eastern Europe
Renart, Lluís G.Case M-1213-ECorporate GovernanceIn 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...Starting at €8.20
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Dr. Mak Lap Ming
John S. Haywood-Farmer; Josephine ChiuCase IVEY-9B11D017-ELeadership and People Management, Service and Operations Management, StrategyDr. Mak Lap Ming, an obstetrician and gynecologist who operated two clinics in Wan Chai, Hong Kong, was contemplating retirement. Now that his own child was financially independent and thus relieved some of the pressure on Mak, he was wondering if it made financial sense to retire soon. He also wondered what the immediate consequences of retirement would be and if semi-retirement was a viable option. To that end, he could work with a partner and ...Starting at €8.20
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CUHK Medical Centre: Establishing a Logistics Services System
Waiman Cheung, Hong Fung, Hugh Thomas, Keith Chi Ho WongCase IVEY-W25013-EInformation Technologies, Service and Operations ManagementThe chief executive officer (CEO) of the soon-to-be completed CUHK Medical Centre Ltd. (CUMC) in Hong Kong must make a decision regarding health care logistics services. The hospital’s tender board is scheduled to meet in June 2019, and the CEO must recomStarting at €8.20
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Port Competition in the Pearl River Delta
Shih, WillyCase HBS-620038-EService and Operations ManagementThis case describes the strategic competition between port operators in Hong Kong with those on the Mainland in Shenzhen and Guangzhou. This case examines the competition between ports and port operators in the Pearl River Delta over the last four decades. The cities surrounding the Pearl River estuary are the "workshop of the world," and the development of manufacturing in the region was heavily dependent on efficient container shipping. As Chi...Starting at €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, KonradCase E-140-ECorporate GovernanceRMS 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...Starting at €8.20
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Shangri-La Hotels
Campbell, Dennis; Kazan, BrentCase HBS-108006-EService and Operations ManagementIn November 2006, Symon Bridle, the newly appointed chief operating officer of Shangri-La Hotels and Resorts, was thinking about a number of organizational issues that presented challenges to Shangri-La's rapid expansion strategy. There were three major iStarting at €8.20