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To Float or Not to Float? (A) (Spanish version)
Alfaro, Laura; Di Tella, Rafael; Vogel, IngridCase HBS-707S08EconomicsOn July 21, 2005 China revalued its decade-long quasi-fixed exchange rate of approximately 8.28 yuan per U.S. dollar by 2.1% to 8.11% and, at the same time, introduced a more market-based exchange rate system. Many analysts and economists were disappointed with what they considered too small a change and called for more flexibility in the U.S. dollar/yuan exchange rate. Modification to China's exchange rate regime had been eagerly anticipated and...Starting at €8.20
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China: Flotar o no flotar (C) Esquel Group y el Renminbi chino
Alfaro, Laura; Di Tella, Rafael; Vogel, IngridCase HBS-707S10EconomicsEn julio de 2005, China revaluó su moneda en un 2,1% y ajustar su régimen de tipo de cambio hacia un sistema más basado en el mercado. Esquel Group, una gestión familiar, textiles privadas firma especializada en camisas de algodón de alta calidad con su mayoría de base de producción se encuentra en China, estaba entre aquellas empresas que se enfrentan con el reto de hacer frente a la revaluación del yuan y la posibilidad de apreciación futura . ...Starting at €5.74
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Amar Chitra Katha: Changing the Brand with Changing Times
Subhadip Roy; YLR MoorthiCase IVEY-9B12A062-EMarketingThis case concerns the branding and marketing of a comic book series that started in the 1960s as an educational tool to make Indian children aware of Indian mythology, history and culture. By 2010, Amar Chitra Katha had around 500 titles covering a vast range of topics, but it was facing competition not only from international and indigenous comic book companies but from electronic media such as children’s games and shows on cable TV and the Int...Starting at €8.20
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UFO Moviez: Flying in the Digital Cinemaspace in India
Varsha Jain; Subhadip RoyCase IVEY-9B16M051-EEntrepreneurship, StrategyFounded in 2005, UFO Moviez India Limited (UFO) was the largest satellite-based digital cinema distribution company in the world by late 2012. Within a few years of its inception, UFO had established a differentiated platform-based business model that offered benefits to the entire film industry ecosystem of distributors, exhibitors, advertisers, and audiences. The company had spread rapidly to movie theatres across India but was about to face sa...Starting at €8.20
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PrettySecrets.com: Challenges of Selling Lingerie Online
Subhadip Roy; Nikita MattaCase IVEY-9B15A051-EEntrepreneurship, Marketing, StrategyIn 2013, the founder and chief executive officer (CEO) of a lingerie business in India has recently moved his business from offline to online in order to reach a wider customer base. The company is one of the very few online lingerie stores in India that also has its own brand. Although the online business is profitable, the CEO cannot ignore the fact that offline stores still dominate the lingerie market in India. Since its key product is only a...Starting at €8.20
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Pahalwan's: Need for a New Marketing Strategy
Jyoti Sharma; Subhadip RoyCase IVEY-9B14A055-EEntrepreneurship, Marketing, StrategyPahalwan’s was a chain of four outlets that offered sweets, snack food and fast food in Jammu, India. It had a major presence in the state of Jammu and Kashmir and was delivering products to other parts of India, such as Delhi. However, local, national and international food retailers had entered the market, increasing the competition. Changing consumer preferences had also started affecting the company. Pahalwan’s did not believe in advertising ...Starting at €8.20
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The HBT Merger (China Roles Version)
Tiedens L; Melvin S; Levine Y; Cronkite J; Hoyt D; Sutherland SCase SGSB-L22CHN-ELeadership and People ManagementThis is a role-play case, intended for use in a leadership development course for MBA students. The case has four roles, two each for students playing U.S.- and China-based managers. There are two versions of the case, one for students playing the role of U.S.-based managers (L-22US), and one for students playing the role of China-based managers (L-22CHN). Each version has a set of common facts, plus a set of facts known only to that side. Th...Starting at €8.20
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The HBT Merger - Teaching note
Tiedens L; Melvin S; Levine Y; Cronkite J; Hoyt D; Sutherland STeaching Note SGSB-L22TN-ELeadership and People ManagementThis is a role-play case, intended for use in a leadership development course for MBA students. The case has four roles, two each for students playing U.S.- and China-based managers. There are two versions of the case, one for students playing the role of U.S.-based managers (L-22US), and one for students playing the role of China-based managers (L-22CHN). Each version has a set of common facts, plus a set of facts known only to that side. Th...Starting at €0.00
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The HBT Merger (U.S. Roles Verison)
Tiedens L; Melvin S; Levine Y; Cronkite J; Hoyt D; Sutherland SCase SGSB-L22US-ELeadership and People ManagementThis is a role-play case, intended for use in a leadership development course for MBA students. The case has four roles, two each for students playing U.S.- and China-based managers. There are two versions of the case, one for students playing the role of U.S.-based managers (L-22US), and one for students playing the role of China-based managers (L-22CHN). Each version has a set of common facts, plus a set of facts known only to that side. Th...Starting at €8.20
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China: Flotar o no Flotar (B) Calendario de cambios relevantes del Renminbi chino
Alfaro, Laura; Di Tella, Rafael; Vogel, Ingrid; Kim, Renee; Russell, WilliamCase HBS-707S11EconomicsEl 21 de julio, 2005, China revaluó su tipo de cambio cuasi-fijo década de duración de aproximadamente 8,28 yuanes por dólar EE.UU. un 2,1% a 8,11% y, al mismo tiempo, introdujo un sistema de tipo de cambio más basado en el mercado. Muchos analistas y economistas se mostraron decepcionados con lo que consideraban un cambio muy pequeño y pidieron una mayor flexibilidad en el tipo de cambio dólar-yuan EE.UU.. Proporciona una línea de tiempo de más ...Starting at €5.74