Ivey Business School (Canada)
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Arla Foods and the Cartoon Crisis (A) (Spanish Version)
Henry W. Lane; Mikael Sondergaard; David T.A. WesleyCase IVEY-9B08MS005StrategyAfter a Danish newspaper publishes cartoons depicting the Prophet Muhammad, consumers across the Middle East decide to boycott Danish goods. Arla Foods (Arla) is one of Europe's largest dairy companies. Suddenly, it finds itself caught in the middle of a crisis that appears to be beyond its control. Prior to the boycott, the Middle East was Arla's fastest growing region and represented an important component of the company's long-term growth stra...Starting at €8.20
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Huayi Compressor Barcelona: Post-Acquisition Challenges (Spanish version)
Yingying Zhang; Adoración Alvaro-MoyaCase IVEY-9B17CS014Leadership and People Management, StrategyHuayi Compressor Barcelona, S.L. was founded in 2013 when Huayi Group (Huayi), a Chinese state-owned enterprise, acquired Cubigel Compressors, S.A., a bankrupt Español industrial enterprise. While labour complications and other difficulties developed during the acquisition process, Huayi successfully managed the transition in May 2013. Despite this initial achievement, challenges related to the recovery of productivity, markets, and profitability...Starting at €8.20
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Dr. Reddy's Laboratories (A) (Spanish version)
Jean-Louis Schaan; Ramasastry ChandrasekharCase IVEY-9B08MS64StrategyDr. Reddy's Laboratories (Dr. Reddy's), a large pharmaceutical company in India, is trying to acquire the fourth largest generics manufacturer in Germany. Dr. Reddy's quoted $570 million in a competitive bidding situation. The company's chief negotiator is getting ready to close the deal if selected. Students will examine the issues for the chief negotiator, such as: is the price right, is the fit strategic, will the acquisition add value, how ca...Starting at €8.20
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Dr. Reddy's Laboratories (B) (Spanish version)
Jean-Louis Schaan; Ramasastry ChandrasekharCase IVEY-9B08MS65StrategyThis supplement to Dr. Reddy's Laboratories (A), product # 9B08M064, looks at the two years post-acquisition and examines a major risk which, as it unfolded, brought the viability of the business model into question.Starting at €5.74