This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Search results
-
Vienna Neubau GmbH (A): CEO and Shareholder
Baselga, Antonio; Stein, Guido; Roure, JuanCase E-129-ELeadership and People ManagementNeubau Vienna GmbH (VN) is a mid-sized company and leading distributor of wood derivatives in the Austrian market. CEO Walter Anzenbruger had decided to hire a general manager who could help steer the company in its new stage. Walter finally decided on Hans Macher, 34, an industrial engineer with an MBA and current director of the Price Waterhouse Office in Graz. He thought that Hans was pulling very heavily on some of his strengths in the negot...Starting at €8.20
-
Mint Tax: Identifying Capabilities for Developing a Strategy Perspective
Renate Kratochvil; Christina SchweigerCase IVEY-9B20C002-ELeadership and People Management, StrategyMint Tax was founded in Vienna in 1960. By 2019, the company had approximately 80 employees and a broad client base in the areas of taxation, accounting, and payroll services. Over the previous decade, the company had experienced many successes and failures, including mergers, acquisitions, separations, firm structure changes, and financial losses. However, it had always managed to recover. Mint Tax was considering an expansion of its digital pro...Starting at €8.20
-
Clusterland Upper Austria
Berrone, Pascual; Blázquez, María LuisaCase SM-1590-EDecision Analysis, Leadership and People Management, StrategyThis case describes the origins and functioning of Clusterland Upper Austria, a company created by the regional government of Upper Austria to manage a group of clusters and networks already existing in the region. The organization has been regarded as a best practice example for managing cluster projects. The case examines the specific nature of the region in terms of industrial structure and government policy and its implication in cluster dev...Starting at €8.20
-
Merging Esso Iceland and Bilanaust (A)
Gerard Seijts; Ken MarkCase IVEY-9B10C015-ELeadership and People Management, StrategyIn 2006, Hermann Gudmundsson (the chief executive officer [CEO] of Bilanaust, an Icelandic automotive spare parts retailer) was part of a group of partners that had purchased Esso Iceland. He had subsequently been appointed to the CEO position at Esso Iceland. The two companies were quite different: Bilanaust dealt with real-time customer needs, carried a wide range of products, and enjoyed a rising market share and profits. Esso Iceland was 12 t...Starting at €8.20
-
Merging Esso Iceland and Bilanaust (C)
Gerard Seijts; Ken MarkCase IVEY-9B10C018-ELeadership and People Management, StrategyBy December 2006, Hermann Gudmundsson (the chief executive officer of both Esso Iceland and Bilanaust) had spent the past 10 months evaluating the strengths and weaknesses of both organizations, and determined that the best approach going forward would be to, "consider creating a new organization with a new structure and a new brand name." He weighed the advantages, disadvantages and costs of either retaining two separate companies and their asso...Starting at €5.74
-
Martha Schwartz Partners (A): Growing a Landscape Architecture Firm: A Multimedia Case, Teaching Note
Eccles, Robert G.Teaching Note HBS-409097-ELeadership and People ManagementTeaching Note for [409703].Starting at €0.00
-
Vienna Neubau GmbH (B): Candidate for General Manager
Baselga, Antonio; Stein, Guido; Roure, JuanCase E-130-ELeadership and People ManagementAt age 34, Hans Macher had enjoyed a successful career in one of the world's best-known consulting firms. In November 2008, he received a call from his friend Michael Prosl, a professor at one of Austria's top business schools, who told him about the possibility of joining Vienna Neubau as general manager. His prospects at his current company had been looking less bright recently and there was even some doubt about his position in Graz. Hans knew...Starting at €5.74
-
Iceland's Landsbanki Islands hf: Where to From Here
Murray J. Bryant; Gerard Seijts; Michael R. KingCase IVEY-9B14C015-ELeadership and People Management, StrategyThe CEO of a failed bank in Iceland must address what went wrong and how he should go about restoring trust in the bank by customers, debt holders, fellow Icelanders, politicians and regulators. Crippled by the global financial crisis, not only did Iceland’s banks default but the country itself was in danger of dissolution. This case examines the myriad reasons for the bank failure and subsequent nationalization, and provides an understanding of ...Starting at €8.20
-
Merging Esso Iceland and Bilanaust (B)
Gerard Seijts; Ken MarkCase IVEY-9B10C017-ELeadership and People ManagementHermann Gudmundsson, the new chief executive officer (CEO) of both Esso Iceland (provider of fuel and lubricants) and Bilanaust (an automotive spare parts retailer) was starting to develop an organizational strategy to carry the two firms forward for the next few years. His overriding concern was to create value for themselves and the customers they served, and Gudmundsson considered several methods to achieve that goal: should each company be le...Starting at €5.74
-
Merging Esso Iceland and Bilanaust (F)
Gerard Seijts; Ken MarkCase IVEY-9B10C021-ELeadership and People Management, StrategyBy October 2008, the merger of Esso Iceland and Bilanaust into the new company N1 was considered a success. Earnings before interest, taxes, depreciation and amortization (EBITDA) was on its way to doubling in three years, and cross-selling was gaining traction. But N1's plans were under threat of derailing due to a looming currency crisis. In October 2008, the Icelandic banking sector collapsed. Gudmundsson called upon his team to determine what...Starting at €5.74