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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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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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Shakey’s Initial Public Offering: The Dilemma of Investing
Maria Theresa Manalac; Stefanie Mae Margaret Jakosalem; Sandeep PuriCase IVEY-9B19N021-EFinance, StrategyIn early December 2016, a student member of the Philippine Fund of the finance lab at the Asian Institute of Management was wondering whether to invest in the initial public offering (IPO) of Shakey’s Pizza Asia Ventures Inc. (Shakey’s). Shakey’s was theStarting 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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The Holcim Acquisition: Cementing SMC’s Leadership in the Philippines
Maria Theresa Manalac; Yusoph Maute; Sandeep PuriCase IVEY-9B21N006-EFinanceIn May 2019, a retail investor in the Philippines had to decide whether or not to immediately sell his shares in Holcim Philippines, Inc (HPI). The San Miguel Corporation had just announced the acquisition of around 86 per cent controlling interest in HPI. The price of HPI had increased considerably in the months leading up to the acquisition announcement, and this investor was anticipating a large gain. Now, he needed to run a fair value estimat...Starting at €8.20
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Brewing Peace Philippines: Customer Relationship Management
Jose Gerardo Santamaria; Sandeep Puri; Maria Luisa Chua Delayco; Rakesh SinghCase IVEY-9B20A056-EEntrepreneurship, Marketing, StrategyBrewing Peace was a company based in the Philippines that sold coffee beans. Despite having a base of 80 customers, 70 per cent of its business depended on 9 key accounts; this included its biggest buyer, Concepcion Coffee Enterprises Limited (CCEL), whicStarting 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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Poland: The transition to a free economy (A)
Gual, Jordi; Mech C.Case ASE-253-EEconomicsStarting at €8.20
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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