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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
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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
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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
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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
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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
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Greg James at Sun Microsystems, Inc. (A) (Spanish version)
Neeley, Tsedal; DeLong, Thomas J.Case HBS-415S01StrategyGreg James, a global manager at Sun Microsystems, Inc., sets out to meet with his entire 43-member customer implementation team spread across India, France, the United Arab Emirates, and the United States of America to resolve a dire customer system outage as required by a service agreement. Rather than finding a swift resolution to the rapidly escalating customer situation that motivated his trip, he finds himself facing distributed work, global...Starting at €8.20
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Wooden Bakery: Should It Enter the U.S. Market
Hagop Panossian; Dima JamaliCase IVEY-9B16M128-EEntrepreneurship, StrategyA leading family-owned Lebanese bakery-convenience store chain, Wooden Bakery, was in the process of deciding the company’s next options for growth in Lebanon and in the Gulf Cooperation Council countries. The owner was pondering the use of aggressive growth strategies such as franchising and area-development franchising. Additionally, the founder of the company and its board members were facing the biggest decision in the company’s history as th...Starting at €8.20
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Château Qanafar: Starting and Operating a Lebanese Vineyard
Bettina Bastian; Randa SalamounCase IVEY-9B17M002-EEntrepreneurship, StrategyChâteau Qanafar was a small Lebanese winery, operating as a family business since its inception in 2005. By 2015, Château Qanafar had managed to produce one of the best wines of the Middle East and obtain international acclaim. However, despite this success, the company’s founder understood that the general business environment in Lebanon was characterized by many uncertainties related to a weak institutional environment and high political and ec...Starting at €8.20
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IXSIR Winery of Lebanon
Marina Apaydin; Sarah Jane Noujeim; Claire Chalouhi; Abdul Sattar OuaydaCase IVEY-9B17M044-EEntrepreneurship, StrategyIn the summer of 2016, the general manager of IXSIR Winery of Lebanon (IXSIR)—a young winery in Lebanon that offered customers a new level of quality by producing wine from a mixture of grapes harvested from different terroirs—received news of a bomb striking Beirut. IXSIR had been facing challenges competing in the unstable and risky local market, and the general manager realized that the bombing signalled rougher economic times ahead and likely...Starting at €8.20
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Kaya Skin Clinic: Creating a Sustainable Competitive Advantage with Customers
Kareem Abdul Waheed; Vimi JhamCase IVEY-9B17A022-EMarketing, StrategyKaya Skin Clinic (Kaya) was started in India in 2002. It expanded its operations to the Middle East in 2003. The company’s value proposition was to provide medical advice from a dermatologist, which formed the basis for product and service recommendations that would dramatically improve customers’ skin. The company had worked hard to position the Kaya brand through defined e-marketing and customer relationship management strategies; however, in 2...Starting at €8.20