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Klöckner: Operations During Transformation
Siegel, Robert; Scott, MitchelCase SGSB-E-721-EEntrepreneurshipThe Eyewitness Surveillance II case tells the story of Rush Arnold and RT McCloy, friends who met while studying at Wharton, who raise a search fund under the name Channelstone Partners. In the fall of 2010, after having spent two-thirds of their search fund capital and reviewed over 200 companies, they came across Eyewitness Surveillance, a company specializing in the use of video technology to protect the assets of car dealerships. Eyewitnes...Starting at €8.20
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Infosys Technologies: Powered by Intellect, Driven by Values
Mitchell, Jordan; Velamuri, RamaCase E-81-EBusiness Ethics and Corporate Social Responsibility, EntrepreneurshipThis case documents the evolution of Infosys Technologies from its humble beginnings in 1981 to its position in 2004 as one of the most admired companies in India, with revenues exceeding US$ 1 billion, profits of US$ 270 million (CAGR in revenues and profits of approximately 60% over the past 10 years), and a workforce of more than 25,000 employees. The case focuses on the values of the founders, and the extent to which these values have allowed...Starting at €8.20
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Berlin Brandenburg International Airport
Teworte, Victoria; Martínez de Albéniz, VictorCase P-1142-EInnovation and Change, Service and Operations Management, StrategyJust after German reunification in 1990, plans were made for a single, new airport to concentrate all the traffic of the new capital Berlin. Twenty-five years later, Berlin Brandenburg International Airport (BER) was still not operational. The project was amassing mistakes and had already seen four delays, due mainly to the fire detection system. At the end of December 2014, the Supervisory Board announced that the airport would finally open in t...Starting at €8.20
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Raju Ketkale (A): Leading Toyota's Manufacturing Turnaround in India
Bharadwaj, Priyanka; Raes, AnneloesCase DPO-369-ELeadership and People ManagementIn early 2013, only two years after building its second plant for the production of the Etios model, Toyota Kirloskar Motor (TKM) - the Indian subsidiary of Toyota Motor Corporation, Japan (TMC) - was struggling to make profits. Within the first year of the plant setup, TKM undertook an ?8 billion (Indian rupee) expansion project to double its production capacity to 210,000 cars/year. Soon after this expansion, the demand for the Etios drasticall...Starting at €8.20
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Raju Ketkale (B): Leading Toyota's Manufacturing Turnaround in India
Bharadwaj, Priyanka; Raes, AnneloesCase DPO-370-ELeadership and People ManagementIn early 2013, only two years after building its second plant for the production of the Etios model, Toyota Kirloskar Motor (TKM) - the Indian subsidiary of Toyota Motor Corporation, Japan (TMC) - was struggling to make profits. Within the first year of the plant setup, TKM undertook an ?8 billion (Indian rupee) expansion project to double its production capacity to 210,000 cars/year. Soon after this expansion, the demand for the Etios drasticall...Starting at €5.74
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Volkswagen AG: Valuation in 2009 (B)
Bischof, Anton; Vergara, CarlesCase F-899-EFinanceThe purpose of this case is to introduce two of the most basic and used valuation techniques: dividend discount model (DDM) and multiples valuation. Students are required to value Volkswagen AG in the context of its merger agreement with Porsche and a major economic crisis that strongly affected the car industry. This case is designed for use at the beginning of a standard MBA Corporate Finance course, but can also be placed in any valuation modu...Starting at €5.74
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Volkswagen AG: Valuation in 2009 (A)
Saffi, Pedro; Vergara, CarlesCase F-845-EFinanceThe purpose of this case is to introduce two of the most basic and used valuation techniques: dividend discount model (DDM) and multiples valuation. Students are required to value Volkswagen AG in the context of its merger agreement with Porsche and a major economic crisis that strongly affected the car industry. This case is designed for use at the beginning of a standard MBA Corporate Finance course, but can also be placed in any valuation modu...Starting at €8.20
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What Does It Mean Being a Decent Boss (A)
Ramus, Tommaso; Vaccaro, AntoninoCase BE-189-EBusiness Ethics and Corporate Social Responsibility, Knowledge and CommunicationThis case analyzes a pre-crisis situation experienced by René Obermann, while he was serving as CEO of Deutsche Telekom. He received a letter from a technician, who complained about the top management style being focused on short-term results instead of on the company's long-term stability.Starting at €8.20
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Zydus Wellness: Nutralite’s Marketing Twist
Falguni Vasavada-Oza; Smita Pranav Kothari; Sudiksha PatilCase IVEY-9B19A009-EMarketingZydus Wellness Ltd. (Zydus), based in Ahmedabad, India, operated in the consumer goods sector, offering health and hygiene products and brands such as Sugar Free, Everyuth, Actilife, and Nutralite. Zydus promoted its Nutralite margarine brand mainly through television advertising. Its other communication strategies included digital marketing efforts and on-ground activities. Entering a market that was primarily dominated by Amul butter, Nutralite...Starting at €8.20
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Hella India Lighting Limited: Transforming Human Resources
Akhil Pratap Singh; Raghav GargCase IVEY-9B19C016-ELeadership and People Management, StrategyStriving for Great Place to Work (GPTW) culture enabled Hella India Lighting Limited (HIL), a company that manufactured automotive lighting, to recover from huge losses and become profitable. Although the company’s German management had decided to stop further investment in India after the setback of the 2008 recession, in 2018 HIL became the number one Hella location worldwide. It was also recognized as one of the best places to work at the nati...Starting at €8.20