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Nacre (A): la transformación de una idea de laboratorio a una empresa de alto crecimiento: Los retos de comercializar un dispositivo tecnológico innovador
Prats, Mª Julia; Sosna, Marc; Darsch, DaveFocused Case EFC-2Entrepreneurship, Innovation and ChangeEste caso habla sobre un director general que se puso al frente de una spin-off creada a partir de un instituto de investigación, se convirtió en el primer empleado de la nueva empresa y trató de convertir esa idea de laboratorio en un prototipo con el objetivo de producirlo industrialmente y venderlo finalmente a un cliente muy exigente, afrontando entre tanto varias crisis notables. Además de las dificultades para conseguir que el producto (un...Starting at €8.20
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Nacre (B): una cuesta empinada y arriesgada hacia el éxito: Decisiones y consecuencias
Prats, Mª Julia; Sosna, Marc; Darsch, DaveFocused Case EFC-7Entrepreneurship, Innovation and ChangeEste caso B no puede impartirse de manera aislada, pues es una continuación directa del caso "Nacre: cómo convertir una idea de laboratorio en una empresa de alto crecimiento" (A) [EFC-2-E]. En el caso B se describen las decisiones y medidas estratégicas del director general y cómo esta empresa (que tan sólo tenía entre 12 y 15 empleados en aquel momento y subcontrataba los servicios de un gran fabricante) consiguió finalmente cerrar un contrato...Starting at €8.20
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Nacre (A): Turning a Lab Idea into a High-Growth Firm: The challenges of bringing an innovative device technology to market
Prats, Mª Julia; Sosna, Marc; Darsch, DaveFocused Case EFC-2-EEntrepreneurship, Innovation and ChangeThis FocusCase is about a CEO who took over a spin-off from a research institute, became the new firm's employee #1 and tried to turn this lab idea into a prototype, then get it ready for industrialization, and finally sell it to a very demanding client, while facing some significant crises on this way. Beside the challenge of getting the product (an integrated hearing protection and communication device) working and a painful failure with a cont...Starting at €8.20
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Merafuture: Building an Ed-Tech Start-Up in Pakistan
Zunaira Saqib, Madiha Gohar, Ayesha AbrarCase IVEY-W34302-EEntrepreneurship, StrategyMaria took a final glance at the company accounts, then closed her laptop. On New Year’s Eve of 2022, she had mixed emotions reflecting on the journey of the past two years. In just fifteen days, it would be Merafuture's two year anniversary as a registered company. 2020 and 2021 were anything but normal for the world, and it was no different for Merafuture. In August 2021, after struggling for the first year and a half, the company began to show...Starting at €8.20
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Rawayeti Foods: Performance Management in a Family-Owned Business
Asfia Obaid; Anoosha Mazhar; Furwa Batool; Neelab KayaniCase IVEY-9B20M167-EEntrepreneurship, StrategyIn 2017, the chief executive officer of Rawayeti Foods, a Pakistani company dedicated to ensuring the purity and quality of its spices and pulses, was considering the future of his family-owned business. The company had experienced great success since itsStarting at €8.20
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Nacre (B): a Steep and Risky Climb to Success: Decisions & Consequences
Prats, Mª Julia; Sosna, Marc; Darsch, DaveFocused Case EFC-7-EEntrepreneurship, Innovation and ChangeThis case B cannot be taught as a stand-alone case, but is a direct continuation of the FocusCase "Nacre: Turning a Lab Idea into a High-Growth Firm (A)" [EFC-2-E]. This case B describes the strategic decisions and actions of the CEO and how eventually, this firm - with only 12-15 employees at that time (plus a large contract manufacturer) - manages to land a US-$30 million deal with the US Marine Corp. Soon after, this company is acquired by a l...Starting at €8.20
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Mr. Garments: After the Fire
Najam AnjumCase IVEY-9B17M180-EEntrepreneurship, StrategyIn 2003, a garment factory in Pakistan burned down, leaving the owner with over US$1 million in debt and no way to fulfill his orders. In the wake of the fire, the owner needed to determine how to use the resources he still had to meet his delivery obligations and pay the raw materials suppliers—as well as what to do next with his company.Starting at €8.20
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SYIT: Changing the Corporate Culture
Maria Khan; Khurram Rehman Alvi; Zunaira SaqibCase IVEY-9B18C004-EEntrepreneurship, Leadership and People Management, StrategyOn February 1, 2013, the managing director of software development firm SYIT, sat in his office and gathered his thoughts on his new organization. Based in Islamabad, Pakistan, SYIT was a new entrant in the offshore software development industry. Its managing director had expended months of effort to move the entire project team from his previous employer to his newly formed company, but the real challenge lay ahead. SYIT needed to reduce the cul...Starting at €8.20
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Anglogold Ashanti: Navigating Pathways in the Face of Challenge - Teaching Note
Gerard Seijts; Vania SakelarisTeaching Note IVEY-W27813-EEntrepreneurship, Leadership and People ManagementTeaching note for product W27812.Starting at €0.00
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Gelato: Sustainable production on demand: Facilitating global trade through local production
Jané, Joan; Torrell, MarcCase OIT-20-EEntrepreneurship, Information Technologies, Service and Operations ManagementGelato was launched in 2012, and it has since created the world's largest network for local production and distribution of customized products. Through Gelato's marketplace platform, e-commerce sellers and creators can drive print-on-demand business models by working with printing suppliers to customize products with their own designs to sell them on a per-order basis under their own brand. With the latest funding round of $240 million in August...Starting at €8.20