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Nuria Chinchilla: el poder de cambiar la empresa
Apfeffer, Jeffrey; Anderson, Megan ElisabethCase SGSB-OB67ESStrategyEn 1993, Nuria Chinchilla había completado recientemente su tesis doctoral en IESE Business School en Barcelona, sobre el tema de la rotación organizacional, sin un enfoque particular en las mujeres, los arreglos laborales flexibles o los problemas laborales. Ella eligió permanecer en el IESE, donde había trabajado desde principios de la década de 1980 como profesora asistente. Para el año 2003, poco más de una década después, había alcanzado e...Starting at €8.20
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Wooden Bakery: Should It Enter the U.S. Market
Hagop Panossian; Dima JamaliCase IVEY-9B16M128-EEntrepreneurship, StrategyA leading family-owned Lebanese bakery-convenience store chain, Wooden Bakery, was in the process of deciding the company’s next options for growth in Lebanon and in the Gulf Cooperation Council countries. The owner was pondering the use of aggressive growth strategies such as franchising and area-development franchising. Additionally, the founder of the company and its board members were facing the biggest decision in the company’s history as th...Starting at €8.20
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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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IXSIR Winery of Lebanon
Marina Apaydin; Sarah Jane Noujeim; Claire Chalouhi; Abdul Sattar OuaydaCase IVEY-9B17M044-EEntrepreneurship, StrategyIn the summer of 2016, the general manager of IXSIR Winery of Lebanon (IXSIR)—a young winery in Lebanon that offered customers a new level of quality by producing wine from a mixture of grapes harvested from different terroirs—received news of a bomb striking Beirut. IXSIR had been facing challenges competing in the unstable and risky local market, and the general manager realized that the bombing signalled rougher economic times ahead and likely...Starting at €8.20
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Mismanagement of Fiscal Policy: Greece's Achilles' Heel
Tulsi JayakumarCase IVEY-9B17M142-EStrategyIn December 2016, the debt-stricken Greek government announced the distribution of a sizeable “Christmas gift” to its low-income pensioners, a one-time bonus that would cost the government €617 million. This cost was in addition to suspending increases in the value-added tax on some Greek islands. These plans were in clear violation of the terms of a bailout provided to Greece by Eurozone nations in 2015, which required Greece to implement auster...Starting at €8.20
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The Edifício España: A Global Investor Meets Local Politics
Klaus Meyer; Alicia Wang; Tomaz FittipaldiCase IVEY-9B17M108-EEntrepreneurship, StrategyThe Dalian Wanda Group Co. Ltd. (Wanda) was a fast-growing real estate imperium in China, built by Jianlin Wang, the wealthiest man in China. In 2010, Wang transformed Wanda into an entertainment conglomerate and initiated an ambitious international growth strategy. His ambitions knew few limits; however, one of his acquisitions—the Edificio España in Spain, an iconic historical building in the centre of Madrid—ran into difficulties due to confli...Starting at €8.20
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The Christchurch Earthquake and Crusaders Rugby (A)
Murray J. Bryant; Brad EvansCase IVEY-9B12C041-ELeadership and People Management, StrategyOn February 2011, a large earthquake hit Christchurch, New Zealand, causing loss of life. The Crusaders, a major sports franchise headquartered in Christchurch, must plan for the season, given that its facility has been extensively damaged and the season has already commenced. The franchisee board, managers, coaches and players have to deal with this catastrophe and build morale in the community by deciding what to do. The case examines the proce...Starting at €8.20
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Invest or Take: A Venture Capitalist's Ethical Dilemma
Jon CarrickCase IVEY-9B16M057-EEntrepreneurship, StrategyIn May 2015, a managing partner in an Australian venture capital firm faced a major dilemma. As one of five partners, he held the deciding vote on whether his firm, KTN Capital, would take an entrepreneur’s idea for a solar-powered water filter and build a new company around it, or instead, invest in the entrepreneur’s company. The venture capital firm would not be doing anything illegal by taking the entrepreneur’s idea because the entrepreneur ...Starting at €8.20
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Amorim: The Future of Natural Cork
Chris Laszlo; Katherine Gullett; Tim KruegerCase IVEY-9B17M019-EStrategyIn 2015, Corticeira Amorim, S.G.P.S., S.A. (Amorim), the world’s largest cork manufacturer, was facing multiple strategic dilemmas. After enjoying a near-monopoly in the wine stopper market for over 300 years, cork’s reputation had been damaged in the 20th century by concerns over “cork taint,” and the cork industry had been challenged by the resulting disruptive technologies of screw caps and synthetic corks. Amorim needed to rethink its core as...Starting at €8.20
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Jabwood International: The Risky Business of Expanding East
Marina Apaydin; Rami Jabado; Hiba Obeid; Balsam DanhashCase IVEY-9B12M099-EEntrepreneurship, StrategyJabwood, a wood trading company with four branches in Lebanon owned by the Jabado family, is contemplating international expansion into new markets — specifically, Saudi Arabia and China — to compensate for a decline in revenues. This case examines the macroeconomic environment of Lebanon, China and Saudi Arabia as well as the wood industry in those countries. The characteristics of a successful international expansion are considered. In addition...Starting at €8.20