Default Category
-
Merging Esso Iceland and Bilanaust (A)
Gerard Seijts; Ken MarkCase IVEY-9B10C015-ELeadership and People Management, StrategyIn 2006, Hermann Gudmundsson (the chief executive officer [CEO] of Bilanaust, an Icelandic automotive spare parts retailer) was part of a group of partners that had purchased Esso Iceland. He had subsequently been appointed to the CEO position at Esso Iceland. The two companies were quite different: Bilanaust dealt with real-time customer needs, carried a wide range of products, and enjoyed a rising market share and profits. Esso Iceland was 12 t...Starting at €8.20
-
Monnikenheide
Mei Qi; Lieven DemeesterCase IVEY-9B13D020-EEntrepreneurship, Leadership and People Management, Service and Operations Management, StrategyFounded in 1973 with a vision of inclusion, integration and normalization, Monnikenheide had pioneered a series of innovative approaches to improve the quality of life of people with mental disabilities. It had introduced some of its practices to local partners in China, India and Indonesia and now had the most sought-after facilities in Belgium for families with special-needs children and other family members. At the age of 69, the co-founder of...Starting at €8.20
-
Merging Esso Iceland and Bilanaust (C)
Gerard Seijts; Ken MarkCase IVEY-9B10C018-ELeadership and People Management, StrategyBy December 2006, Hermann Gudmundsson (the chief executive officer of both Esso Iceland and Bilanaust) had spent the past 10 months evaluating the strengths and weaknesses of both organizations, and determined that the best approach going forward would be to, "consider creating a new organization with a new structure and a new brand name." He weighed the advantages, disadvantages and costs of either retaining two separate companies and their asso...Starting at €5.74
-
Eandis: Financing the Roll Out of Smart Meters in a Regulated Environment
Filip Roodhooft; Ilan Momber; Leonardo Meeus; Samson Yemane HadushCase IVEY-9B19N003-EFinance, StrategyIn 2014, Eandis System Operator CVBA (Eandis), a low- and medium-voltage power distribution system operator (DSO) in Belgium, had an ambitious plan for investing in a smart metering infrastructure, but the regulatory context was uncertain. The company had been operating in a regulated monopoly characterized by a cost-plus pricing regime. The regime allowed the company to recover its costs through the tariffs it charged grid users for access to th...Starting at €8.20
-
Curana: Managing Open Innovation for Growth in SMEs (B)
Wim VanhaverbekeCase IVEY-9B17M140-EStrategySupplement for product 9B17M139.Starting at €5.74
-
Straumur Bank: The Forever Changing Landscape (A)
Mitchell, Jordan; Sigurjónsson, Şröstur Olaf; Rahnema Alavi, AhmadCase F-855-EFinanceThis case traces Straumur Bank's dynamic international growth from a small investment bank to Iceland's fourth largest bank with operations in 10 countries. Case A deals with Straumur's situation as of the third quarter of 2007 when the global financial and banking industry was starting to show significant signs of weakness. The bank's new foreign CEO must decide whether Straumur should continue on its trajectory of aggressive international growt...Starting at €8.20
-
Delhaize Group: Developing Leaders
Groysberg, Boris; Abbott, Sarah L.Case HBS-415019-ELeadership and People ManagementDelhaize Group, the Belgian-based global food retailer, was focused on competing in the food retailing industry by developing leading positions in key markets via localized retailing strategies. Delhaize was committed to offering its customers superior value while maintaining high social, environmental, and ethical standards. For Frans Muller, Delhaize's president and CEO, the key to executing on this strategy was ensuring that the Group was deve...Starting at €8.20
-
Bananas (A)
Van Den Steen, EricCase HBS-712451-EStrategyTo maximize their effectiveness, color cases should be printed in color. As owner and CEO, Wim Van der Borght had grown Bananas in 8 years from a 4.5 million euro company into a 40 million euro group of companies with a range of field marketing activities in Belgium and the Netherlands. The core of the group consisted of two companies - Bananas and Demonstrate - which were operationally completely independent and acted as competitors in the marke...Starting at €8.20
-
The Royal Belgian Football Association: A World-Class Digital Strategy
Willem Standaert, Xiao Xiao, Ning SuCase IVEY-W25611-EInformation Technologies, StrategyThe Royal Belgian Football Association (RBFA), the governing body of Belgian football, had experienced tremendous success on the pitch and wanted to capitalize on its success with business growth. However, the football industry was challenged by increasing internationalization, commercialization, and digitalization. Engaging diverse stakeholders, including a changing demographic of fans, through digital channels became pivotal.
Against thi...Starting at €8.20
-
Worldwide Niche Marketing (Spanish version)
Moriarty, Rowland T., Jr.; McQuade, KristaCase HBS-504S18MarketingDeals with the issue of niche marketing in a worldwide market. Barco Projection Systems makes video, data, and graphics projectors for the industrial market. They have traditionally been the performance leader. In August 1989, Sony Corp. introduced a higher performance graphics projector at a considerably lower price than Barco's existing projector. As a result, Barco is faced with being preempted in their fastest growing segment by a competitor ...Starting at €8.20