Default Category
-
The KLM Approach to Alliances
Mitchell, Jordan; Ariño, Africa; Ozcan, PinarCase SM-1530-EStrategyWhen it teamed up with Northwest Airlines of the US in 1989, KLM became Europe¿s first airline to begin a major cross-border airline alliance. What followed was a series of pan-continental alliances resulting in the formation of Star Alliance, oneworld and Skyteam. This case study highlights the main milestones in the development of KLM¿s major alliances focusing primarily on Northwest with additional details on relationships with Kenya Airways, ...Starting at €8.20
-
Al Baba Sweets: An Expansion Opportunity
Marina Apaydin; Ahmad Badran; Maya Noujaim; Ghida El Baba; Antoine SabbaghCase IVEY-9B19M121-EStrategyIn 2018, Al Baba Sweets was a major player in the Arabic sweets and confectionery industry in Lebanon. However, in the midst of a rough patch in the country’s economy, the company was suffering from decreasing revenues. Any major decision concerning the fStarting at €8.20
-
AIESEC in Lebanon: Volunteer Engagement Policies
Alain Daou; Haitham Khoury; Mohammad JackwalaCase IVEY-9B20E001-EDecision Analysis, StrategyOn July 3, 2018, the president of AIESEC in Lebanon was pacing around the lobby of the conference venue before the morning plenary session. As one of the world’s largest youth-run organizations, AIESEC developed the youth of the world by sending them on cross-cultural exchange programs. The Lebanon chapter of AIESEC was established in 2011 and grew steadily in its early stages, until it began struggling with commitment and motivation problems at ...Starting at €8.20
-
Ruaha Farm (T) Ltd: Engaging Local Beekeeping Communities in Tanzania
Wim Vanhaverbeke; Nicholaus Tutuba; Jasinta Msamula; Pulkeria Pascoe; Jerum Kilumile; Hawa Petro TunduiCase IVEY-9B20M220-EStrategyThe chief executive officer of Ruaha Farm (T) Ltd (Ruaha Farm), in Iringa, Tanzania, established his honey business, in 2012. The company’s business model relied on the engagement and empowerment of neighbouring communities of low-income beekeepers, creating mutually beneficial relationships with local beekeeping communities in the Iringa region. The business model was unique, asset-light, and scalable. In contrast with an integrated business mod...Starting at €8.20
-
Democrata: Exploring Opportunities for Local Growth
Marina Apaydin; Mike Akiki; Jamal BdeirCase IVEY-9B20M025-EStrategyOn May 12, 2016, the founder and development manager of Democrata, was considering the future of his clothing store, in light of an increase in visitors to the area from different regions of Lebanon. Democrata was a clothing and apparel store founded in 1974, providing the latest fashion trends to both women and men. It offered major brands and basic casual and formal wear at competitive prices for customers in all income ranges. With success and...Starting at €8.20
-
Haboydem: A Social Enterprise in the Holy Land
Mark S. SchwartzCase IVEY-9B20M121-EEntrepreneurship, StrategyHaboydem was a second hand clothing store in Jerusalem that operated as a social enterprise by hiring and training individuals who were living with mental illness. The two store locations had successfully trained workers, and 70 per cent were able to findStarting at €8.20
-
Middle East Airlines: Uncertainty in the Skies Over Syria
Daniel Friel; Abdallah Nassereddine; Nehale MostaphaCase IVEY-9B20C010-ELeadership and People Management, StrategyThe chief executive officer (CEO) of Middle East Airlines (MEA) had to decide whether the airline should fly over Syria during the armed conflict. All other airlines in the Middle East had decided not to fly over Syria either because they did not want to show their support for the Syrian government or because they believed it was too dangerous. Yet, these airlines did not have as much to lose as MEA because, unlike them, 50 per cent of this airli...Starting at €8.20
-
Maliks: Franchising the Brand
Sana El HajjCase IVEY-9B20M168-EStrategyMaliks, a major stationery retailer and provider of photocopy and printing services, had operated in Beirut, Lebanon, for over 25 years. The company’s founder was considering the most suitable strategy for his goal of 100 branches by 2020. He was assessinStarting at €8.20
-
Rabobank Corporate Netherlands: Turning the Smartphone into an Engine of Bottom-Line Growth
Stremersch, Stefan; Camacho, NunoCase M-1286-EMarketingSet in late 2011, this case study enables the discussion of a bank's possibilities to develop new business amid drastic technological and macroeconomic changes promising to revolutionize the whole payment value chain. In particular, several emerging technologies - such as near-field communication (NFC) - promised to turn mobile payments into a trillion-dollar industry in a period of less than five years. The case invites students to step into the...Starting at €8.20
-