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Restructuring a Utility: RWE's Carve-out of innogy
Reichelstein, S; Comello, S; Bebb, DCase SGSB-SM278-EStrategyIn 2016, the German utility RWE undertook a carve-out in which substantial parts of the company’s assets and liabilities were offered to the general public as part of an IPO. The case describes the developments in the German energy landscape that led RWE to this unusual move. The case also examines how investors responded to this carve-out in terms of the valuations attached to RWE and the new subsidiary.Starting at €8.20
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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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The Rise of JTBC
Barnett, William P.; Rhee, Mooweon; Shin, DongyoubCase SGSB-SM317-EStrategyJTBC, which began operations in 2011, provided press coverage, drama shows, and entertainment programs. Within a relatively brief period, the company had gained the position of Korea’s most trusted press outlet, and played a pivotal role in reporting key information related to the controversial case of President Park Geun-hye and her advisor - information that ultimately led to the president’s impeachment in March 2017. The case study details the...Starting at €8.20
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Host Europe: Advancing CSR and Sustainability in a Medium-sized IT Company
Rüdiger HahnCase IVEY-9B10M042-EInformation Technologies, Leadership and People Management, StrategyThe case deals with issues of corporate social responsibility (CSR) and sustainability in the specific setting of a medium-sized enterprise (Host Europe) in the IT industry. Host Europe is the third largest webhosting company in German-speaking Europe. In recent years, the company has put substantial efforts into living up to its CSR and improving sustainability. The case presents the IT sector in Europe and Germany and highlights several industr...Starting at €8.20
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Dow's Acquisition Program
Koen H. Heimeriks; Stephen GatesCase IVEY-9B10M058-EInformation Technologies, Leadership and People Management, StrategyThis case illustrates how Dow Chemical acquired and integrated Wolff Walsrode, a German specialty chemicals firm that was part of the Bayer Group. This acquisition, combined with Dow's existing cellulosics unit, helped it create a new specialty business with a forecasted $1.1 billion in annual sales and strengthen its footprint in Central and Eastern Europe. The main challenge in this case concerns the complexities of acquisition integration, whi...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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Conflict Over Leadership and Succession in a Successful Family Business: The Lakkard Leather Company
Simon Parker; Matthias A. TietzCase IVEY-9B11M043-EEntrepreneurship, StrategyThe founder of the Lakkard Leather Company was proud of his business, and attributed much of its success to his own leadership style, which did not allow for anyone else’s participation in important decisions. When he was badly injured in a car accident, his son stepped in and kept the business going. Without any intention to take over, the son altered the leadership and operations of the company in the space of a few months, so that by the time ...Starting at €8.20
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Lenhage AG: Ethical Dilemma
Daniel Galindau; Won-Yong OhCase IVEY-9B14M037-EStrategyIn 2012, the general manager at the Seoul location of a European manufacturing company faces an ethical dilemma involving bribery and “facilitation” payments. A key decision maker in a local construction company’s purchasing department has asked for a “facilitation” payment as a necessary condition for securing an order. If the expatriate manager decides to pay the money, he will secure an order that will lift his company to a new level of succes...Starting at €8.20
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Sany's Cross-Border Acquisition, Integration, and Strategic Renewal
Libo Fan; Paul W. Beamish; Bess (Huifang) GengCase IVEY-9B16M191-EStrategyIn 2012, Germany-based Putzmeister was acquired by China-based SANY, the largest concrete machinery manufacturer in the world. By early 2015, the degree and extent of integration was still incomplete, which put pressure on SANY’s management. SANY focused mainly on the Chinese domestic market, whereas Putzmeister had an established brand and good experience in international markets. Should the acquisition integration focus only on Putzmeister, or ...Starting at €8.20
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Cconma.com in South Korea: An Innovative E-Commerce Platform
Jin-Su Kang; Stephen DowningCase IVEY-9B15M020-EEntrepreneurship, StrategyIn August 2012, the chief executive officer of Cconma.con, an online shopping mall based in Chung-Ju, South Korea, is considering his company’s future. The company has grown substantially since it was founded in 2005 and is now preparing to further expand into Hong Kong, China or to a second location in the United States. The company’s vision, rooted in an ethic of corporate social responsibility, is to build a happy and healthy community, includ...Starting at €8.20