HBSP (USA)
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RFID at the METRO Group (Spanish version)
Ton, Zeynep; Dessain, Vincent; Stachowiak-Joulain, MonikaCase HBS-610S05Service and Operations ManagementIntroduces radio frequency identification (RFID) as the next generation of automatic identification technologies that is expected to improve the performance of retail supply chains through reduced shrink, increased product availability, and improved labor productivity. Showcases the implementation of the technology by the METRO Group, the world's third-largest retailer. Places students in the position of Dr. Gerd Wolfram, managing director of MET...Starting at €8.20
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La punta del iceberg: JP Morgan Chase y Bear Stearns (B2)
Rose, Clayton; Bergstresser, Daniel B.; Lane, DavidCase HBS-216S05FinanceBear Stearns & Co quemados a través de casi todas sus $ 18 mil millones en reservas de efectivo durante la semana del 10 de marzo de 2008, y una disposición sin precedentes de apoyo a la liquidez de la Reserva Federal viernes 13 de marzo fue insuficiente para revertir el deterioro de la condición del oso. Presidente de la Reserva Federal, Benjamin Bernanke, el secretario del Tesoro, Henry Paulson, y el presidente de la Fed de Nueva York, Timothy ...Starting at €8.20
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Aubrey McClendon's Special Incentive Compensation at Chesapeake Energy (A)
Healy, Paul M.; Rose, Clayton; Sesia, AldoCase HBS-110047-EAubrey McClendon, founder and CEO of Chesapeake Energy, was, according to Fortune Magazine, the highest paid U.S. CEO in 2008 receiving over $100 million in total compensation. McClendon received this compensation despite a significant drop in the company's stock price and financial performance during the year. The (A) case addresses the specifics of the compensation and the rationale for the compensation from the perspective of Chesapeake's boar...Starting at €8.20
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Zara: Managing Stores for Fast Fashion
Ton, Zeynep; Corsi, Elena; Dessain, VincentCase HBS-610042-EService and Operations ManagementPablo Isla, the CEO of Zara, wanted to improve operational efficiencies in managing its store network. In particular, he wanted to improve labor productivity at the stores. He considered outsourcing certain store operations to third parties, changing the way store managers were compensated, and creating formal operating procedures for store operations. But he knew he had to be careful. Could an emphasis on improving labor productivity hurt other ...Starting at €8.20
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IBM Retail Business Assessment at Dillard's, Inc.: Managing Staffing Levels to Improve Conversion
Ton, ZeynepCase HBS-610051-EService and Operations ManagementThis case illustrates the challenges associated with matching staffing levels with variable workload in retail stores and highlights how decisions related to staffing and scheduling affect operational performance and the quality of labor at the stores. The case describes the tasks (both in-store logistics and customer service tasks) that are carried out by store employees at one Dillard's department store and presents nine weeks of traffic data a...Starting at €8.20
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High Wire Act: Credit Suisse and Contingent Capital (A)
Rose, Clayton; Sesia, AldoCase HBS-312007-ELate in 2010, Credit Suisse CEO Brady Dougan and his team closed in on the decision of whether or not to issue contingent capital, which Swiss regulators would require by 2019. There were a number of substantial issues facing Dougan and his team, including whether contingent capital would provide sufficient loss absorption when called upon, would there be sufficient demand for this new instrument, would it be cost effective capital, and what were...Starting at €8.20
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High Wire Act: Credit Suisse and Contingent Capital (B)
Rose, Clayton; Sesia, AldoCase HBS-312008-EThe B case describes the process and terms of the very successful offerings of contingent capital in February 2011, as well as The Basel Committee's preliminary decision not to allow contingent capital to count as Tier 1 equity.Starting at €5.74
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MF Global: Changing Stripes
Rose, Clayton; Dahya, Yasmin; Lee, JenevieveCase HBS-312105-EJon Corzine became the CEO of MF Global in March of 2010. 18 months later, and in the wake of a massive trade in European sovereign debt, the firm filed for bankruptcy, the 8th largest in U.S. history. As the firm failed it was discovered that over $1.6 billion in segregated customer assets was missing. The case explores issues that may have contributed to MF Global's demise, including its business model and the competitive pressures it faced pri...Starting at €8.20
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MF Global: Where's the Money
Rose, Clayton; Chan, Pamela; Chopra, RaghavCase HBS-312106-EWhen MF Global failed in October of 2011, it was discovered that $1.6 billion of segregated customer assets was missing. Safeguarding these assets was the firm's responsibility, and in the words of one SEC official, its "sacred obligation." What is known about the missing assets is that they were taken from the accounts of customers trading in commodity futures and used in other areas of the firm; less is known about how it happened. The case des...Starting at €8.20
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Transatlantic Holdings, Inc. - The Belle of the Ball
Rose, Clayton; Sesia, AldoCase HBS-313017-EIn November of 2011 Transatlantic Holdings, Inc., a global property and casualty reinsurance company, announced it had agreed to sell itself to Alleghany Corporation, ending "the most frenzied takeover battle" of 2011, which involved competitors, Warren Buffett's National Indemnity, and private equity investors. The agreement with Alleghany came after Transatlantic's failed effort at a merger of equals, and a several other unsuccessful bids for t...Starting at €8.20