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Al-Shabaab, Gatekeepers, and the Ethics of Humanitarian Aid
Krehbiel, KCase SGSB-ETH01-EBusiness Ethics and Corporate Social ResponsibilityFollowing decades of civil strife among warring clans, and exacerbated by the worst drought in decades (2010-2012), millions of starving dislocated Somalis resided in crowded camps throughout the country. Humanitarian aid organizations made good-faith efforts to distribute food and medical treatment and supplies to those who suffered most. Almost always, however, these nongovernment organizations (NGOs) were thwarted by so-called gatekeepers, w...Starting at €8.20
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LifeNet International's Transformation of African Healthcare via Social Franchising
Ilan Alon; Raul CarrilCase IVEY-9B14M131-EEntrepreneurship, StrategyLifeNet International was a social conversion franchise concept aiming to provide basic, quality and sustainable healthcare to poor and underserved populations in sub-Saharan Africa. The founder and president had relied on the assistance of others to help bring about his idea of affordable healthcare. In 2012, the executive director for LifeNet International’s operations in Burundi, began focussing on developing the company in Burundi. She was ex...Starting at €8.20
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Ransom on the High Seas: The Case of Piracy in Somalia
Alvaro Cuervo-Cazurra; Michael Train; Jeanne McNettCase IVEY-9B11M104-ELeadership and People Management, StrategyIn recent years, incidents of piracy have increased dramatically off the coast of the failed state of Somalia. In this case, a group of 14 pirates have hijacked a cargo ship full of machinery, but have yet to make any demands. They hold hostage a multinational crew of 20 (whose captain and two officers are American), the ship, and the cargo. The chief operating officer of an international shipping company must choose among alternative strategies ...Starting at €8.20
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Malaysia Airlines: The Marketing Challenge after MH370 and MH17
Neeraj Pandey; Gaganpreet SinghCase IVEY-9B15A028-EMarketing, StrategyThe chief executive officer of Malaysia Airlines (MAS) had the daunting task of sustaining a business that had suffered the tragic loss of two of its airliners in a span of just four months. Prior to this, a US$392 million loss, as well as the inability to compete with lower-cost carriers, had posed a great challenge to MAS. Management was planning to initiate a cost-cutting strategy to manage pricing and the competitive challenges of the aviatio...Starting at €8.20
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AirAsia Faces a Major Crisis: The Loss of QZ8501
Jonathan Doh; Thomas Lawton; Andreas SchotterCase IVEY-9B15M018-EStrategyOn December 28, 2014, contact with Indonesia AirAsia flight QZ8501, carrying 162 people, was lost after it left Surabaya, Indonesia bound for Singapore. All passengers were believed dead. Until this horrific incident, AirAsia and its various affiliated airlines, which included AirAsia X and Indonesia AirAsia, along with several other airlines organized in joint ventures throughout Southeast Asia, had recorded rising profits, rapid expansion and, ...Starting at €8.20
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AirAsia X: Can the Low Cost Model Go Long Haul
Ben Forrey; Andreas Schotter; Jonathan Doh; Thomas LawtonCase IVEY-9B12M013-EEntrepreneurship, StrategyBy 2007, AirAsia had become one of the most successful budget airlines in the world. Having dominated Southeast Asia and entered China and India, AirAsia was poised to solidify its place as a top budget airline and one of the most consistently profitable globally. But company founder Tony Fernandes had bigger plans. From the outset in 2001, Fernandes had intended to offer long-haul service, competing against the largest and most established airli...Starting at €8.20
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The IOI Group: Creating a Malaysian Palm Oil Multinational
Marleen Dieleman; Megha MittalCase IVEY-9B10M068-EStrategyThe case discusses the story of the IOI Group, one of the largest palm oil players in Malaysia, which has seen rapid growth in the past two decades. Family-controlled since 1982, the IOI Group's main businesses initially were property and palm plantations. As a relative latecomer in the palm oil industry, it grew both organically and through acquisitions, and, in 2010, had sales of about US$4.3 billion and employed 30,000 people. Over the years, ...Starting at €8.20
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PureCircle
Bell, David E.; Sesia, AldoCase HBS-510032-EStrategyIn December 2008, the U.S. Food and Drug Administration (FDA determined that high-purity Rebaudioside A (Reb A), a natural and calorie-free product that a young company named PureCircie manufactured from the Stevia plant, could be used in beverages, foods, and as a table top sweetener in the U.S.-the largest market for sugar and sweeteners in the world. While the FDA's determination was the breakthrough the company had hoped for, much remained un...Starting at €8.20
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Chronology of the Asian Financial Crisis
Alfaro, Laura; Di Tella, Rafael; Kim, ReneeCase HBS-708001-EFinanceIn July 1997, Thailand became the first Asian "tiger" economy to abandon its fixed exchange rate system in response to speculative attacks on its currency. Investors started to flee Asia, and the crisis rapidly spread to other countries. Central banks spent billions of dollars to try and defend their currencies, only to seek emergency bailouts from the International Monetary Fund. This case presents a chronology of events that unraveled during th...Starting at €8.20
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Malaysia: An "Asian Tiger" Reawakens
Vietor, Richard H.K.Case HBS-719073-EEconomicsOn May 9th, 2018, in an extraordinary upset, Mahathir Mohamad again became Malaysia's Prime Minister. Najib Razak, who had headed the government since 2009, had been swept up in the 1MDB scandal - perhaps the biggest state-corruption incident in history. Although Malaysia's growth had remained solid since the financial crisis, the scandal undermined the budget, the country's debt position, and foreigners' willingness to invest. What was it in the...Starting at €8.20