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Equilibrando las necesidades de la familia y la compañía en Merck KGaA
Neumann, Frederic A.; Tàpies, JosepCase DG-1505Corporate Governance, StrategyEl caso se propone describir los momentos vitales de Merck en sus más de 300 años de historia, con un especial análisis de los sucesos posteriores a la segunda guerra mundial (internacionalización, crecimiento a través de adquisiciones, política de licencias exclusivas para patentes, concentración en I+D). Sin embargo, el caso se centra especialmente en las estructuras, los procedimientos y sistemas de gobierno familiares y corporativos de la com...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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Hisense's Internationalization Dilemma: Co-Operation with Loewe
Su Liu; Paul W. BeamishCase IVEY-9B17M155-EKnowledge and Communication, StrategyHisense Co., Ltd. (Hisense) was the fourth-largest television maker in the world, but its market share and brand recognition remained low in Europe. Therefore, strengthening its branding and improving its sales there were priorities for the Chinese company. In 2013, Hisense was considering whether to establish a strategic alliance with the German high-end television manufacturer Loewe AG (Loewe). Despite having a good reputation, Loewe was suffer...Starting at €8.20
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Sucesión en Merck KGaA
Neumann, Frederic A.; Tàpies, JosepCase DG-1504Corporate Governance, Leadership and People Management, StrategyEl caso se centra en la cuestión de una sucesión de carácter familiar y en los órganos de gestión y dirección. Asimismo, describe con numerosos detalles el período entre 1963 y 2000, en que Hans Joachim Langmann, el carismático líder de la empresa, estuvo al timón de Merck. En el caso se ilustra la subsiguiente internacionalización, la investigación centrada en los cristales líquidos para pantallas de LC en lugar de en productos farmacéuticos y e...Starting at €8.20
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Succession at Merck KGaA
Neumann, Frederic A.; Tàpies, JosepCase DG-1504-ECorporate Governance, Leadership and People Management, StrategyThe case focuses on the issue of succession in terms of family, management and governing bodies. It describes in some detail the period between 1963 and 2000, when Hans Joachim Langmann, the charismatic leader, was at the helm of Merck. It illustrates the consequent internationalization, the research focus on liquid crystals for LC displays instead of pharmaceuticals and the patriarchal leadership style of this time. Next, the five-year stint of ...Starting at €8.20
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Balancing Family and Business Needs at Merck KGaA
Neumann, Frederic A.; Tàpies, JosepCase DG-1505-ECorporate Governance, StrategyThe case sets out to describe the main turning points in Merck's more than 300-year history with an emphasis on the events since World War II (internationalization, growth through acquisitions, policy of in-licensing, R&D focus). However, the main focus is on the company's corporate and family governance structures, procedures and systems, as these represent a unique combination of legal, structural and organisational constructs that cement the i...Starting at €8.20
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Bertelsmann Foundation: Doing Good and Doing Well
Neumann, Frederic A.; Tàpies, JosepCase DG-1513-ECorporate Governance, StrategyThe Bertelsmann Stiftung (BST), governing body of Bertelsmann AG (BAG), the media conglomerate, and in 2005 the 4th largest foundation by project expenditure in Germany, was founded in 1977 by Reinhard Mohn, the 5th generation entrepreneur who re-built Bertelsmann after World War II. This private operating foundation has built tremendous influence as "reform engine" up to the highest circles of political and economic life in Germany and beyond. I...Starting at €8.20
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Bertelsmann: The Ownership Question
Neumann, Frederic A.; Tàpies, JosepCase DG-1506-ECorporate Governance, Knowledge and Communication, StrategyLeaders of Bertelsmann AG (BAG), the fifth largest media conglomerate worldwide and first in Europe, had a decision to make in early 2006. Under an agreement it had reached in 2001, GBL, its only shareholder not controlled by the Mohn family, had the right to sell its 25% stake on the company in the stock market, provided it did not reach an agreement with the Mohn family beforehand for a buyback of this share package for a price to be negotiated...Starting at €8.20
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Beiersdorf AG: Expanding Nivea's Global Reach
Paul W. Beamish; Vanessa HasseCase IVEY-9B13M016-EStrategyIn 2012, two years after a major restructuring project had begun at German skin care producer Beiersdorf, the process was still ongoing. The new chief executive officer (CEO) inherited several challenges from his predecessor, including the difficult implementation of the new transnational strategy, opposition from employees and the work council, and ineffective market-entry strategies (especially in China). Strong competitors and a slow rate of e...Starting at €8.20