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When There Is No Will, Is There a Way
Rajiv Agarwal; Samish DalalCase IVEY-9B13C006-ELeadership and People Management, StrategyThis case examines the mindset of a father who faces a complex situation when his adult son, who works with him in the family business in India, begins pressuring him to make a will. The father’s thought processes are revealed as he tries to understand the reasons behind his son’s motivation. The case explores the issue from the father’s point of view. It examines his hesitation to make a will and the points in favour of doing so.Starting at €8.20
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Indian Steel Limited: Tri-Party Negotiation - The Seller (B)
Samish Dalal; Rajiv AgarwalCase IVEY-9B14C006-EEntrepreneurship, Leadership and People Management, StrategyThis case presents a role play between a buyer, seller and consultant. In January 2012, India Steel Ltd., a successful, family-owned, mid-sized steel manufacturing company headquartered in India but with agents in Europe, the United States and some parts of the Middle East, is about to enter into a negotiation to buy a steel plant owned by Swedish Steel AB, a large Swedish steel company with more than 7,000 employees working in nine production fa...Starting at €5.74
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Pramanik Containers and the Bottleneck Challenge (A)
Rajiv AgarwalCase IVEY-9B12E014-EEntrepreneurship, Information Technologies, Service and Operations Management, StrategyIn 2010, a recent business graduate tries to resolve a constant bottleneck in the printing department of the family business. The two-part case discusses the issues of identifying the need for relevant information and then discusses the staff’s resistance to change and how these objections were handled and overcome. This pair of cases seeks to identify the pressures faced by small businesses, along with the task of managing the various stakeholde...Starting at €8.20
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Midea Group: Founder to CEO Succession
Ziqian (Stella) Zhao; Jean LeeCase IVEY-9B17C012-ELeadership and People ManagementMidea Group Co., Ltd. was a white goods empire built by its Chinese founder over several decades; consequently, the Midea brand led the home appliance industry in China. In August 2012, the 70-year-old founder and chairman retired as board chairman. The founder’s chosen successor was a 45-year-old professional manager and the former chairman and chief executive officer of one of Midea Group’s firms. This manager faced a grim situation as he took ...Starting at €8.20
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Setting Up Shop in a Political Hot Spot (HBR Case Study and Commentary)
Chun, Patrick; Coleman, John; El-Hage, NabilArticle HBS-R1010P-EStrategyThe CEO of a watchband manufacturer based in Seoul is considering opening a factory in the Kaesong Industrial Complex (KIC), a South Korean manufacturing zone in North Korea. Such an operation is appealing on several counts: The costs of labor are low, capital risk is also low because of South Korean government guarantees, and the KIC, as the largest area of economic cooperation between the two Koreas, could be a step toward a unified peninsula. ...Starting at €8.20
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Lenovo 2009: The Role of Board Chairperson in a Turnaround
Neng Liang; Ziqian (Stella) Zhao; Mike UseemCase IVEY-9B16M079-EStrategyLenovo, China’s largest personal computer manufacturer, had just replaced its American chief executive officer (CEO), the third replacement since the company’s 2005 acquisition of IBM’s personal computer business. The leadership shakeup was seemingly caused by the worsening conditions in Lenovo’s key target market and the company’s subsequent disastrous financial loss, but, in reality, the reasons were more complicated. Lenovo was dealing with th...Starting at €8.20
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Suntech Power Holdings: How to Avoid Bankruptcy
Daniel Han Ming Chng; Ziqian (Stella) ZhaoCase IVEY-9B17M106-EEntrepreneurship, StrategyIn 2013, Suntech Power Holdings Co., Ltd. (STP) was facing the threat of bankruptcy. The chief executive officer (CEO), who had founded the company in China in 2001, was aware of the complexity and challenges of an emerging global industry (solar energy) and economy (China). Fears of energy shortages had fuelled the growth rate for the global solar energy industry, and governments in many countries had introduced subsidies for solar energy initia...Starting at €8.20
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Li-Ning Co. Ltd.: A Leading Chinese Company Stumbles
Daniel Han Ming Chng; Ziqian (Stella) ZhaoCase IVEY-9B16M068-EStrategyIn 2012, Li-Ning Co. Ltd. (LNCL) was the third-largest sportswear company in China in terms of revenue, after international brands Nike and Adidas. Following its highly successful founding in 1990 by China’s Olympic champion and company namesake, Li Ning, the firm attempted to formalize its organizational structure and establish a professionally managed organization, while dealing with the rise of well-established international sportswear brands ...Starting at €8.20
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The Cinnamon Case: Sales Negotiation (Role Play) - (A) The Seller
Samish Dalal; Rajiv AgarwalCase IVEY-9B12C046A-ELeadership and People Management, StrategyThe case presents a role play between a buyer and a seller who must negotiate a price for a perishable but rare commodity. The case covers the dilemma faced by buyers and sellers when they are in possession of limited information but must still attempt to negotiate a best-case scenario for themselves. This case involves the seller and is used with The Cinnamon Case: Sales Negotiation (Role Play) - (B) The Buyer.Starting at €8.20
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Yonghui Superstores: Profit-Sharing and Partnership Reform
Xiaoming Zheng; Ziqian (Stella) ZhaoCase IVEY-9B19C008-EEntrepreneurship, Leadership and People ManagementIn July 2018, several employees of Yonghui Superstores stood outside the company’s headquarters in Chongqing, China to protest a pay cut that had been imposed on them. In 2012, the national supermarket chain had rolled out a performance monitoring system that periodically identified employees with inferior results. A broad-range profit-sharing plan was linked to the new performance system and calculated results based on team performance. Yonghui ...Starting at €8.20