Default Category
-
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
-
Infusion's Greenfield Subsidiary in Poland
Christopher Williams; Wendelien van Eerde; Danielle TheCase IVEY-9B12M076-EEntrepreneurship, StrategyThe president of Infusion Development Corporation was reviewing the progress of the new subsidiary the company had set up 15 months earlier in Krakow, Poland. The purpose of the subsidiary was to work with other Infusion offices around the world to provide innovative software development services to global clients. The investment, a big success, had grown in size from eight to forty staff in one year, and there were plans to double that by the en...Starting at €8.20
-
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
-
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
-
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
-
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
-
Wolters Brewery (B): Traditions for the Future
Klaus MeyerCase IVEY-9B12M010-EEntrepreneurship, Marketing, StrategyThis case is a supplement to Wolters Brewery (A): Negotiating Restructuring. It gives a debriefing of the (A) case. It is also an independent case on small- and medium-sized enterprises facing issues of local brand marketing in an industry increasingly dominated by global players, and of developing exports from scratch.Starting at €5.74
-
True Fruits: A Juiced-Up Internationalization Strategy
Marc Fetscherin; Patrick SellCase IVEY-9B17A058-EEntrepreneurship, Marketing, StrategyIn 2017, True Fruits, a German smoothie company, was operating in three European markets. The company had developed flash pasteurization, which was an efficient and gentle production process that made their product one of the highest quality smoothies in the world. The company successfully exported its product to premium Austrian and Swiss supermarkets, and was planning further expansion within Europe. True Fruits had strong brand loyalty, and a ...Starting at €8.20
-
Brand Israel: Marketing in Crisis
Ilan Alon; Rommey Hassman; Meredith Lohwasser; Jennifer DugoshCase IVEY-9B13A016-EMarketing, StrategyIsrael had experienced great change since its founding in 1948 to become arguably the most prosperous nation in the Middle East. With the exception of the United States and more recently China, Israel had more companies listed on the NASDAQ than any other. It spent a larger percentage of its budget on research and development than any other country in the world. Multinational companies like Intel, Microsoft, Google, Cisco, Motorola, Mitsubishi, H...Starting at €8.20
-
Israeli Wines in China: Reaching for New Heights
Ilan Alon; Jennifer Dugosh; Meredith LohwasserCase IVEY-9B14M006-EEntrepreneurship, Marketing, StrategyIn 2012, Golan Heights Wines wanted to take advantage of the Chinese market. In recent years, China had demonstrated incredible growth in the wine market. Consumers’ growing interest in wine products had made wineries and vineyards like Golan Heights hungry for entry. The CEO of Golan Heights Winery had gone to China with her products in 2009. She had chosen distributorships as the mode of entry because of their expertise and experience in the Ch...Starting at €8.20