Default Category
-
Crescent Standard Investment Bank Limited — Governance Failure
Muntazar Bashir AhmedCase IVEY-9B08M068-EStrategyThe Crescent Standard Investment Bank Limited (CSIBL) was the largest investment bank quoted on all the stock exchanges in Pakistan, so when it declared a huge loss of Rs2.1 billion (US$35.5 million) for the year December 31, 2005, the market was taken by surprise. There had been some rumours that all was not well and that the investment banking regulator, Securities and Exchange Commission of Pakistan (SECP), had sent a team to investigate the a...Starting at €8.20
-
Olympus and the Whistleblower President
Seijiro Takeshita; Christopher WilliamsCase IVEY-9B12M012-EStrategyThe newly appointed president and chief operating officer of Olympus Corporation of Japan was called to an emergency board meeting. The purpose of the meeting was to discuss governance issues regarding corporate mergers and acquisitions. However, it would be no ordinary meeting. Since assuming the role of president in April 2011, the president had discovered evidence of corporate fraud on a large scale. He had commissioned an external auditor rep...Starting at €8.20
-
Tesco PLC: Strategy for India
Christopher Williams; Ramasastry ChandrasekharCase IVEY-9B14M096-EStrategyAs multinational enterprises expand operations in emerging economies, identifying and responding to unique marketing challenges may require strategy that focuses on local adaptation and global integration on a country by country basis. In March 2014, Tesco PLC (Tesco), the largest retailer in the United Kingdom and the third largest supermarket group in the world, has signed an agreement with Trent Hypermarkets, the retail division of the Tata Gr...Starting at €8.20
-
Pak Arab Refinery Limited (PARCO) - Management of Circular Debt
Muntazar Bashir AhmedCase IVEY-9B11M047-EFinance, StrategyThis case describes how significant debt was built up in Pakistan among the private- and public-sector energy and power-generation companies, which were some of the country’s largest organizations. An unexpected slowdown in recovery of payments created debt that affected corporate business operations and the Pakistani economy as a whole. The case discusses the energy and power sectors, along with the reasons for the circular debt. The Pakistani g...Starting at €8.20
-
Pak Elektron Limited: Converting Systems to ERP
Muntazar Bashir AhmedCase IVEY-9B12E002-EInformation Technologies, Leadership and People Management, StrategyPak Elektron Limited was a prominent manufacturer of consumer home appliances, large distribution and power transformers, and switch gears for power companies in Pakistan. From 2007, the company had started the process of changing the information systems of the company. These systems had become outdated as Microsoft withdrew its support of Visual FoxPro, the platform on which all systems had been developed. The company decided that a Tier 1 ERP (...Starting at €8.20
-
Modern Agricultural Farm: Budgeting for Control
Muntazar Bashir AhmedCase IVEY-9B13B025-EAccounting and Control, Service and Operations Management, StrategyIn May 2011, the managing partner of the Modern Agricultural Farm in rural Pakistan was reviewing the set of performance reports for the previous month sent by the farm accountant. These reports had been designed by a management analysis and research consultant to convert the farm system to that used by the head office of the Alamgir Group of businesses, of which the farm was a part. There were two concerns: how to handle the fluctuations in the ...Starting at €8.20
-
Business Process Outsourcing at Apollo Health Street
Christopher Williams; Ramasastry ChandrasekharCase IVEY-9B11M041-EStrategyThe managing director of Apollo Health Street (AHS), a health care business process outsourcing (BPO) company headquartered in Pennsylvania, United States, was pondering two dilemmas: achieving short-term growth for his company, and finding new ways to compete in a changing industry. AHS was itself a subsidiary of Apollo Health Enterprises Ltd., an integrated health care company located in Hyderabad, India. AHS had been growing at an 80 per cent ...Starting at €8.20
-
Hongxin Entrepreneur Incubator: Expanding the Cloud
Xiaosong Lin; Christopher Williams; Zhirong MuCase IVEY-9B14M113-EEntrepreneurship, StrategyThe Hongxin Entrepreneur Incubator, located in Xiamen, Fujian Province, China, has experienced tremendous growth between 2001 and 2013. Its founder and president has received widespread acclaim as he has helped to launch and turn around more than 100 local companies, both start-ups and more developed enterprises. He now plans to develop and grow the incubator by setting it up as an online platform that would connect and support an alliance of ent...Starting at €8.20
-
Callmate Telips (B): Orix Investment Bank Pakistan Limited - Callmate Risk Uncovered
Muntazar Bashir AhmedCase IVEY-9B09N008-EFinance, StrategyOrix Investment Bank Pakistan Limited (OIBPL) was a non-bank financial institution (NBFI) providing corporate finance, brokerage and other services to large enterprises and was listed on the Karachi Stock Exchange. The annual financial statements for the year ended June 30, 2008 revealed that, as a result of default by one customer, the bank had incurred an enormous loss of over half a billion rupees, which had seriously eroded the bank's capital...Starting at €5.74
-
Tesla: Internationalization from Singapore to China
Christopher Williams; Umair Shafique; Adnan Kayssi; Wanyi Zhao; Agata Barczyk; Lukasz GluszynskiCase IVEY-9B15M074-EEntrepreneurship, StrategyElon Musk, the CEO of the U.S.-headquartered Tesla Motors (Tesla), was considering how the company should enter the Chinese market. Less than a year earlier, Tesla had exited Singapore after disappointing results only six months after entering that promising market. There were several questions that the company would have to answer in order to formulate an appropriate entry strategy for China. First, could the company learn from its experiences i...Starting at €8.20