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Château Qanafar: Starting and Operating a Lebanese Vineyard
Bettina Bastian; Randa SalamounCase IVEY-9B17M002-EEntrepreneurship, StrategyChâteau Qanafar was a small Lebanese winery, operating as a family business since its inception in 2005. By 2015, Château Qanafar had managed to produce one of the best wines of the Middle East and obtain international acclaim. However, despite this success, the company’s founder understood that the general business environment in Lebanon was characterized by many uncertainties related to a weak institutional environment and high political and ec...Starting at €8.20
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L'Atelier Art Lounge: Times of Uncertainty
Randa Salamoun; Bettina BastianCase IVEY-9B14M139-EEntrepreneurship, StrategyOn January 31, 2014, the founder and chief executive officer of L’Atelier Art Lounge, an art workshop with branches in Bahrain and Lebanon, faces numerous challenges: not only whether to grow the business but how to achieve a reasonable work-life balance. Political instability associated with the Arab Spring led her to close one of her shops in Bahrain, but she went ahead with opening a second in Beirut where there are few leisure activities avai...Starting at €8.20
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Baidu, Alibaba, and Tencent: The Three Kingdoms of the Chinese Internet
Zhu, Feng; Smith, AaronCase HBS-615039-EService and Operations ManagementThis note provides an overview of the Chinese Internet by describing its leading three companies: Baidu, Alibaba, and Tencent (BAT). While BAT had previously focused their respective businesses on distinct sectors of the online economy-Baidu for search, Alibaba for e-commerce, and Tencent for games and instant messaging-the proliferation of mobile devices in China introduced new territory to be conquered. By the end of 2014, BAT had each made a s...Starting at €8.20
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Going Social: Durex in China
Piskorski, Mikolaj Jan; Smith, AaronCase HBS-714430-EStrategyWhen Reckitt Benckiser (RB), a leading consumer goods company, first entered China, it encountered significant challenges. RB's strategy relied on selling high margin products supported by cost-effective advertising and distribution, but the highly competitive Chinese market made it hard to sustain high margins, inflated television advertising rates made marketing expensive, and an inefficient distribution system increased costs further. In 2010,...Starting at €8.20
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TerraPower
Sahlman, William A.; Nanda, Ramana; Lassiter, Joseph B.; McQuade, JamesCase HBS-813108-EEntrepreneurshipJohn Gilleland, CEO of TerraPower, returned to his office after a lengthy meeting with potential investors. It was October 2012, and TerraPower was in the process of raising a $200M Series C round to finance the ongoing development of its next-generation nuclear reactor. Though early in the fundraising process, Gilleland noted that this most recent conversation was similar to conversations with other interested cleantech growth equity investors. ...Starting at €8.20
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A Simple Free Cash Flow Valuation Model
Sahlman, William A.Case HBS-814027-EFinanceExplores some of the issues involved in valuing cash flow streams. A simple model is presented that reveals the effect on value of changing assumptions about the appropriate discount rate, the level of profitability, the growth rate of sales, the asset intensity ratio, and the leverage ratio. Helps students address some of the following issues: 1) What is the definition of cash flow? 2) What effects do changes in the discount rate have on valuati...Starting at €8.20
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Oasys Water: Balancing Strategic Partnerships & Financing Decisions
Nanda, Ramana; Sahlman, William A.; Misra, SidCase HBS-815076-EEntrepreneurshipOasys Water had developed a proprietary water treatment technology based on an innovative forward osmosis process that could remove dissolved solids from water more effectively and efficiently than existing technologies. As Oasys looked to scale, it was exploring partnerships with various incumbent firms-the most serious were with a set of international oil and gas production companies (IOCs); a global oil and gas (O&G) services provider called N...Starting at €8.20
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961 Beer: Launching a Lebanese Brewing Company
Bettina BastianCase IVEY-9B14M064-EEntrepreneurship, Strategy961 Beer was founded in 2006 under political and economic adverse conditions in Lebanon. One of the first craft beer companies in the Middle East, it has developed from a home brewer into a hip Lebanese brand. To attract its target set of customers — highly educated, middle-class city-dwellers — the company has opened a pub in a popular entertainment area of Beirut where it offers free samples of its beers and encourages customers to taste and as...Starting at €8.20
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Arcenciel: Transforming Threats into Opportunities
Bettina Bastian; Randa SalamounCase IVEY-9B17M041-EEntrepreneurship, StrategyAs a Lebanese non-governmental organization, Arcenciel (AeC) had successfully created several sustainable development programs and projects that addressed the needs of marginalized populations in Lebanon’s society. At the same time, AeC based its activities on an economic strategy that guaranteed financial independence from donations and public funding. This social entrepreneur had been able to develop and adjust its strategy in a very challengin...Starting at €8.20
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Arcenciel: Bottle Caps for Wheelchairs
Bettina Bastian; Kim Issa; Sasha Larnaud MourguesCase IVEY-9B19A031-EMarketing, StrategyIn 2015, the director of the Lebanese non-governmental organization Arcenciel felt a surge of pride knowing that his organization's bottle caps project had created grassroots awareness of the importance of recycling. In recent years, Arcenciel had grown fStarting at €8.20