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Ebola: Managing to Save Lives
IESE InsightArticle ART-2676-EService and Operations ManagementA year after the outbreak of Ebola in West Africa in March 2014, health-care experts are cautiously optimistic that the epidemic appears to be slowing. Although the outlook is brighter than a year ago when the first case was detected in Guinea, there is still a long way to go and many lessons to be learned in managing a crisis of this scale, related to institutional shortfalls, international coordination, engagement with local stakeholders and, m...Starting at €8.20
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Scoot: Singapore Airlines’ Low-Cost Carrier Strategy
Carroll, Glenn; Sørensen, Jesper; Schifrin, DebraCase SGSB-SM321-EStrategyIn December 2019, Scoot, the low-cost carrier (LCC) launched by Singapore Airlines Limited in 2011, had successfully established itself in the Asian market, having flown over 65 million passengers to 68 destinations with a fleet of 48 aircraft. Scoot accounted for 14 percent of seat capacity in Singapore, and 43 percent of LCC capacity out of the country. In 2016, SIA fully acquired and integrated the local LCC Tigerair into Scoot. Scoot’s gr...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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Fixing the Payment System at Alvalade XXI
O'Callaghan, RamónCase SI-153-EService and Operations ManagementThis case outlines the situation at the Alvalade XXI football stadium in Lisbon, with the planned introduction of an electronic payment system in the restaurant concessions. The system is based on networked technology to avoid using cash payments in all the stadiums's instalation.Starting at €8.20
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El nuevo sistema de pago en el estadio Alvalade XXI
O'Callaghan, RamónCase SI-153Service and Operations ManagementEste caso presenta la situación en el estadio de fútbol Alvalade XXI de Lisboa, en el que se planifica un sistema electrónico de pago en las concesiones de restauración, basado en tecnologías de redes para evitar el manejo de dinero en todas las instalaciones del estadio.Starting at €8.20
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EPO: Electricidade Portuguesa Online (B)
Palencia, Luis; Vázquez- Dodero, Juan Carlos; Soler, EdiCase ASN-62-EDecision Analysis, Entrepreneurship, StrategyTen months after rejecting an investment fund's offer to become a shareholder in Electricidade Portuguesa Online (EPO), the partners meet with their chief financial officer, Carla Ferreira, to analyze the results of the first three quarters of the year and the forecasts for the following two. Carla must also decide whether to accept the offer of the two partners for her to become a shareholder in the company: they are prepared to offer her 10% of...Starting at €5.74
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Al Baba Sweets: An Expansion Opportunity
Marina Apaydin; Ahmad Badran; Maya Noujaim; Ghida El Baba; Antoine SabbaghCase IVEY-9B19M121-EStrategyIn 2018, Al Baba Sweets was a major player in the Arabic sweets and confectionery industry in Lebanon. However, in the midst of a rough patch in the country’s economy, the company was suffering from decreasing revenues. Any major decision concerning the fStarting at €8.20
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AIESEC in Lebanon: Volunteer Engagement Policies
Alain Daou; Haitham Khoury; Mohammad JackwalaCase IVEY-9B20E001-EDecision Analysis, StrategyOn July 3, 2018, the president of AIESEC in Lebanon was pacing around the lobby of the conference venue before the morning plenary session. As one of the world’s largest youth-run organizations, AIESEC developed the youth of the world by sending them on cross-cultural exchange programs. The Lebanon chapter of AIESEC was established in 2011 and grew steadily in its early stages, until it began struggling with commitment and motivation problems at ...Starting at €8.20
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APY Art Centre Collective: Taking Indigenous Art to the City
Theodore L. Hill; Sheri Lambert; Kathryn ReadyCase IVEY-9B21M019-EStrategyIn early 2019, just a year after opening a gallery in Sydney, Australia, the elders of the APY Art Centre Collective proposed opening a second gallery in Adelaide, a much smaller city. The first year in Sydney had been profitable, in part due to an aggressive digital presence. The Collective had some seed money, an offer of a small gallery space, and the draw of serving a large number of the APY community who were residents in Adelaide. But the A...Starting at €8.20
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Zip: In Need of Growth-Oriented Competitive Strategies
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B21M025-EStrategyZip Co Limited (Zip) was a market follower in the Australian buy now, pay later (BNPL) sector. In September 2020, PayPal Holdings Inc. entered the growing sector, which was expected to disrupt the credit card industry, with better incentives for retailers and consumers. Although investors were concerned, Zip’s chief executive officer remained confident about the company’s future growth. How could he combat competition against large players like P...Starting at €8.20