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JD.Com: HR Management Challenges Arising from Rapid Growth and Transformation
Jean Lee; Rain Long; Rebecca Yuen Man Chung; Leah TanCase IVEY-9B19C024-ELeadership and People Management, StrategyBetween 1998 and 2018, JD.com Inc. (JD.com) transformed from a compact disc (CD)-burner shop into a technology-driven group of service companies (JD Group) and China’s largest retailer by revenue. Yu Long joined the Group in August 2012 as chief human resStarting at €8.20
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Scanteak: The Making of Successors in a Family Firm (A)
Jean Lee; Liman Zhao; Yunting LuCase IVEY-9B19C001-EEntrepreneurship, Leadership and People Management, StrategyScanteak Corporation was a furniture retailer founded in Singapore in the 1970s. By 2010, it had established more than 100 stores around the world. It had also become the first furniture company to be listed on the Taiwan OTC (Over-the-Counter) Exchange. The two founders had invested a great deal in developing the business and preparing their children to become their successors. In 2003, the two founders’ daughter joined the company to help grow ...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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Succession in Chinese Family Businesses (A): Fotile and the Mao Family
Jean Lee; Rebecca Chung; An JingCase IVEY-9B15C020-EEntrepreneurship, Leadership and People Management, StrategyThe three cases in this series focus on two Chinese families’ experiences with entrepreneurship and succession. Because most family businesses in China are relatively young, these first-generation entrepreneurs use their own approach to identify and develop their successors, and to pass their “wealth” to their offspring in a context shaped by unique Chinese cultural elements. The role-play exercise that relates to the (C) case illustrates the cur...Starting at €8.20
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Wensli Silk: Succession and International Luxury Branding
Jean Lee; Rebecca Chung; An JingCase IVEY-9B16C023-EEntrepreneurship, Leadership and People Management, StrategyIn 2011, China-based Wensli Group’s newly appointed chairwoman was preparing to transform the company’s silk business into a global luxury brand. It was a lofty goal for a company that started out as a township silk factory before growing into the largest silk-producing company in China. Tapping into the luxury market, however, presented a challenge because Chinese companies were better known for producing cost-conscious products. That meant Wens...Starting at €8.20
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Midea Group: Founder to CEO Succession
Ziqian (Stella) Zhao; Jean LeeCase IVEY-9B17C012-ELeadership and People ManagementMidea Group Co., Ltd. was a white goods empire built by its Chinese founder over several decades; consequently, the Midea brand led the home appliance industry in China. In August 2012, the 70-year-old founder and chairman retired as board chairman. The founder’s chosen successor was a 45-year-old professional manager and the former chairman and chief executive officer of one of Midea Group’s firms. This manager faced a grim situation as he took ...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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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