HBSP (USA)
-
Environmental Technology Fund Partners and E-Leather
Gandhi, Vikram; Sesia, AldoCase HBS-318001-EFinanceIt is 2014 and Environmental Technologies Fund (ETF) Partners, a U.K.-based venture capital firm, has an opportunity to invest in a privately-held U.K. company that manufactured engineered composition leather extracted from waste leather using an environmentally-friendly process. The end product looked, smelled and felt like natural leather. Scalable marketplace adoption of E-Leather's products looked promising, but was just that-promising. And t...Starting at €8.20
-
Sanctuary Soft: International Expansion Strategies
Groysberg, Boris; Marietta, Geoff; Marshall, Tim; Hartley, AdamCase HBS-409104-ELeadership and People ManagementA U.S.-based security software company considers its options to expand. Different labor-market and labor-law situations are analyzed for the U.S., U.K., Germany, China, and India.Starting at €8.20
-
Microfinance in India 2010-2016: Crisis and Recovery
Cole, Shawn; Gandhi, Vikram; Reimers, Caitlin; Saleman, YannickCase HBS-217070-EFinanceSKS, India's leading microfinance firm, is challenged when politicians declaim microfinance as exploitation of the poor and severely restrict business practices.Starting at €8.20
-
Financial Inclusion at Omidyar Network, Teaching Plan
Gandhi, Vikram; Barnett, JamesTeaching Note HBS-320018-EFinanceTeaching plan for case 318004.Starting at €0.00
-
Financial Inclusion at Omidyar Network
Gandhi, Vikram; Reimers Brumme, Caitlin Lindsay; Barnett, JamesCase HBS-318004-EFinanceA team of investors at Omidyar Network explore two different investment possibilities in the budding financial inclusion space, using their investment framework to consider capital alternatives available for both investments, each of which carries highly divergent financial and impact potential.Starting at €8.20
-
Magic Bus: From Childhood to Livelihood
Rangan, V. Kasturi; Gandhi, Vikram; Raina, Anjali; Chawla, RachnaCase HBS-518005-EFounded in 1999, by Matthew Spacie to give poor children an opportunity to play, Magic Bus had evolved to a leading social enterprise engaged in sports for development, holistic childhood development, and livelihood training for youth between the ages of 6 to 18. By 2017, there were 400,000 children in its various programs. The organization had been through three phases of growth. The case poses the question what the fourth phase should look like...Starting at €8.20