HBSP (USA)
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Dr. Ing. h.c. F. Porsche AG (A): Fiel a la marca
Fear, Jeffrey; Knoop, Carin-IsabelCase HBS-707S13StrategyExamina una de las más importantes decisiones empresariales realizadas en la historia de Porsche, realizadas a principios de 1998: para construir un vehículo utilitario deportivo (SUV) - Cayenne. Después de décadas de depender de uno o dos modelos de coches deportivos y casi en quiebra y perder su independencia en 1993, Porsche tuvo que diversificar sus líneas de productos. También examina las implicaciones de marca de la internacionalización de ...Starting at €8.20
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Seeding Growth in the Democratic Republic of the Congo
Goldberg, Ray A.; Knoop, Carin-Isabel; Petkoski, DjordjijaCase HBS-914401-EEconomicsBy 2013, the agricultural sector in the Democratic Republic of the Congo (DRC) had long suffered from war, political instability, and dilapidated infrastructure. A country with 75 million inhabitants and the second lowest GDP per capita in the world in 2011, the DRC's most pressing task was to grow its agriculture sector and cultivate its 80 million hectares of fertile land. This case explores how a developing country could create a comprehensive...Starting at €8.20
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MorphoSys AG: The Evolution of a Biotechnology Business Model
Pisano, Gary P.; Johnson, Ryan; Knoop, Carin-IsabelCase HBS-611046-EService and Operations ManagementIn the biotech world, the 18-year-old Munich-based company MorphoSys was a rarity: it was profitable. The company achieved this profitability not by developing and selling its own drugs, but by licensing access to its proprietary library of human antibodies. Recently, the company decided to deviate from this model, and attempt to develop its own proprietary products. The case allows analysis of "license vs. vertically integrate" business model de...Starting at €8.20
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The Slingshot: Improving Water Access
Quelch, John A.; Knoop, Carin-Isabel; Rodriguez, MargaretCase HBS-514007-EMarketingTo maximize their effectiveness, color cases should be printed in color. In 2012, over 750 million people around the globe lacked access to safe drinking water. Dean Kamen, inventor of the Segway, sought to bring fresh water to poor and rural areas with the Slingshot, a water purification device. Kamen's challenge was to identify ways to distribute the Slingshot to areas where it was most needed. A partnership with the Coca-Cola Company helped Ka...Starting at €8.20
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Kl ckner & Co: Steeling for a Digital World
Kominers, Scott Duke; Knoop, Carin-IsabelCase HBS-820035-EEconomicsHoping to get ahead of potential digital disruption at Kl ckner & Co. - one of the world's largest steel and metal distributors - CEO Gisbert R hl set up both kloeckner.i (KCI), an internal transformation arm, and XOM Materials (XOM), an independent industry platform. KCI and XOM sought to digitize the $350 billion materials supply and service chain, and promote greater price transparency and efficiency. However, the materials market traditiona...Starting at €8.20
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La división de productos domésticos de Hewlett- Packard en Europa (1996-2000)
Arnold, David J.; Knoop, Carin-IsabelCase HBS-507S09Knowledge and CommunicationPara noviembre de 2000, la División de Productos Inicio de Hewlett-Packard (HPD) había sido la venta de su línea de Pabellón de los ordenadores personales en Europa desde hace casi cinco años. Durante ese tiempo, el HPD había entrado y salido de Alemania, tuvo problemas en Francia y el Reino Unido, y reorganizado de manera significativa sus operaciones en Europa dos veces. Algunos de HP sintieron que la operación europea se había convertido en lo...Starting at €8.20
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inge watertechnologies, GmbH
Nanda, Ramana; Knoop, Carin-Isabel; Mittermaier, MarkusCase HBS-812002-EEntrepreneurshipUsing the financing history and exit choices of a German clean-tech startup as a lens, this case explores the reasons why venture-backed entrepreneurship is much lower in Germany that the US, despite a robust SME sector and large-corporate innovation in Germany. It also shows the tight link between investor incentives and a startup's product market strategy, including differences between "pure-play" VCs and corporate venture capital investors.Starting at €8.20