Default Category
-
TRIAS: Decision on Cable Ladder Production
Singfat Chu; Leo HermantoCase IVEY-9B16E002-ECorporate Governance, StrategyIn July 2015, PT Trias Indra Saputra (TRIAS), Indonesia’s leading welded cable ladder producer, had just won its largest-ever tender bid. The news could get even better if it adopted alternative materials that were potentially more profitable. The production director was tasked with weighing whether TRIAS should fulfill the tender using its traditional supplier or the new materials. While more expensive, the new materials would cut out several pr...Starting at €8.20
-
EU Holidays
Yew Hoong Wong; Singfat ChuCase IVEY-9B13E003-ECorporate Governance, Entrepreneurship, Service and Operations Management, StrategyThe profit margin for the travel agency industry in Singapore, which mostly offered travel packages to Asia and Europe, was very thin. An up-and-coming travel agency faced the dilemma of offering maximum customer satisfaction while keeping its operating cost (e.g., fees for its tour guides) low. Rather than simply assigning travel guides to tours by trial and error, a director of the travel agency decided to use an optimization template. This cas...Starting at €8.20
-
Growing Talent as if Your Business Depended on It (Spanish version)
Cohn, Jeffrey M.; Khurana, Rakesh; Reeves, LauraArticle HBS-R0510CLeadership and People ManagementThis article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. Traditionally, corporate boards have left leadership planning and development very much up to their CEOs and human resources departments--primarily because they don't perceive that a lack of leadership development in their companies poses the same kind of threat th...Starting at €8.20
-
Denka Chemicals
Elly Miaw Ling Chia; Singfat ChuCase IVEY-9B14E007-ECorporate Governance, StrategyA manufacturer of over 75 grades of styrenic resins — used to make DVD cases, refrigerator trays, packaging materials and auto parts — faces a “transition loss” each time it switches production from one grade to another. A transition loss for each grade arises from the initial 16 metric tons produced, which are sub-standard and unsuitable for usage by customers. To the company, this implies a loss of resources (raw material and production cost) a...Starting at €8.20
-
APLO: Optimal Supply of Street Lights
Singfat Chu; Nicole Lo; Clark Hsu; Masahiro Okumura; R.J. Guzman; Lisa SantosoCase IVEY-9B16E001-ECorporate Governance, StrategyAPLO was a reputable supplier of LED lighting systems for diverse countries from Taiwan to the United Kingdom. In 2015, APLO signed a contract to supply and install 30,000 pieces of 60-watt ecological street lights in several towns within one of Indonesia’s provinces. With over 250 million inhabitants, Indonesia was in dire need of modernizing its infrastructure as it expanded economically. Having already been contracted for street lighting in se...Starting at €8.20
-
DHL Supply Chain
Singfat Chu; David RingroseCase IVEY-9B12E003-ECorporate Governance, Service and Operations Management, StrategyThe degradation of the environment has led many governments and customers to pressure businesses to make their operations more environmentally friendly. The case illustrates an effective example of corporate social responsibility. Specifically, it demonstrates how a small increase in a supply chain budget can drastically reduce carbon dioxide emissions in the transportation of LCD TVs from their manufacturing bases to a distribution centre.Starting at €8.20
-
Proximity Designs
Hattendorf, L; Kennedy, M; de, Clara, L; Yin, LiCase SGSB-IDE06-EInnovation and ChangeIn early 2014, Sanjay Swamy and Valerie Rozycki Wagoner, respectively chairman and CEO of ZipDial, were discussing the possibility of extending the company’s operations to Indonesia and the Philippines, two key markets in Southeast Asia. Having successfully rolled out ZipDial solutions in Bangladesh and Sri Lanka – from their primary market in India – they planned to accelerate expansion into selected markets in the region. Through its proprieta...Starting at €8.20
-
Proximity Designs - Teaching Note
Hattendorf, L; Kennedy, M; de, Clara, L; Yin, LiTeaching Note SGSB-IDE06TN-EInnovation and ChangeIn early 2014, Sanjay Swamy and Valerie Rozycki Wagoner, respectively chairman and CEO of ZipDial, were discussing the possibility of extending the company’s operations to Indonesia and the Philippines, two key markets in Southeast Asia. Having successfully rolled out ZipDial solutions in Bangladesh and Sri Lanka – from their primary market in India – they planned to accelerate expansion into selected markets in the region. Through its proprieta...Starting at €0.00
-
Aderans
Khurana, Rakesh; Greenwood, Robin; Egawa, MasakoCase HBS-209090-EFinanceSteel Partners is a U.S.-based hedge fund that has made a large investment in Japan-based wigmaker Aderans. The case is set at the close of the annual meeting in May 2008, when shareholders have voted against all incumbent board members. Steel Partners must act quickly. The case serves as an overview of corporate governance issues in Japan, as well as describing the costs and benefits of the "stakeholder" view of corporate governance.Starting at €8.20
-
El consejo de administración de The Coca-Cola Company
Lorsch, Jay W.; Khurana, Rakesh; Sanchez, SonyaCase HBS-410S11Leadership and People ManagementOfrece una historia del Consejo de Administración de la Compañía Coca-Cola Co. hasta 2003. Describe la evolución de la junta de miembros, prácticas, y la estructura y el papel que juega en la gestión de la empresa. Se plantean preguntas acerca de la relación entre la junta y la alta dirección, sobre todo cómo el tablero es el cumplimiento de sus responsabilidades en el siglo 21.Starting at €8.20