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Framework for Risk Management
Froot, Kenneth A.; Scharfstein, David S.; Stein, Jeremy C.Article HBS-94604-EStrategyIn recent years, managers have become aware of how their companies can be buffeted by risks beyond their control. To insulate themselves from such risks, many companies are turning to the derivatives markets, taking advantage of instruments like forwards, futures, options, and swaps. Although heavily involved in risk management, most companies do not have clear goals underlying their hedging programs. Without such goals, using derivatives can be ...Starting at €8.20
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UAL, 2004: Pulling Out of Bankruptcy, Teaching Note
Bergstresser, Daniel B.; Froot, Kenneth A.; Smart, Darren R.Teaching Note HBS-209128-EFinanceTeaching Note for [205090].Starting at €0.00
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Innovating into Active ETFs: Factor Funds Capital Management LLC
Froot, Kenneth A.; Cohen, Lauren H.; Waggoner, ScottCase HBS-211031-EFinanceKishore Karunakaran, President and COO of FFCM, faces a variety of challenges in launching an innovative investment management business in the rapidly evolving ETF space.Starting at €8.20
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BlackRock Solutions
Froot, Kenneth A.; Waggoner, ScottCase HBS-211082-EFinanceThe BlackRock Solutions case examines the different functions and economics of a global asset manager's value chain, with particular emphasis on the "money management" and the "investment systems platform" businesses. Students analyze why BlackRock decided to unbundle its Aladdin investment platform and if the firm should consider expanding the platform in the future. Students also explore the resulting "dual-mission" challenges of servicing both...Starting at €8.20
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EducationSuperHighway
Steven Kaplan, Robert; Bildner, James; Kind, LizCase HBS-116027-EAccounting and ControlStarting at €8.20
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Intel Corp.--1992 (Spanish version)
Froot, Kenneth A.Case HBS-203S04Financecomplementarity externalities and costs of finance, appropriability of returns on investments, the role of finance in high-tech and rapidly innovating sectors, the strategic uses of cash, analysis of capital structure and cash disbursement policies, the use of financial policy as a competitive weapon, and timing in the sale and purchase of equity-linked instruments.Starting at €8.20
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La crisis del peso mexicano en 1994 – 1995
Froot, Kenneth A.; McBrady, MatthewCase HBS-205S06FinanceExplora la crisis del peso de 1994-95 y por qué ocurrió. Los estudiantes deben examinar las políticas de México, las reacciones del mercado de capitales, y las consecuencias de la devaluación para los futuros flujos de capital y el crecimiento.Starting at €8.20
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LinkedIn Corporation, 2012
Yoffie, David B.; Kind, LizCase HBS-713420-EStrategySince its inception in 2003, LinkedIn had become a leading Silicon Valley institution with a brand name that was recognizable throughout the U.S. and in many countries overseas. As of March 2012, LinkedIn was the world's largest professional network on the Internet with $522.2 million in revenue in 2011 and more than 150 million members in over 200 countries. Unlike other major social networking sites, LinkedIn focused exclusively on fostering co...Starting at €8.20
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Serious Materials
Steenburgh, Thomas; Kind, LizCase HBS-511111-EMarketingSerious Materials is a start up who is moving into clean tech markets. The company's first product, QuietRock, originated the sound proofing drywall category and created a steady stream of revenue. It was now considering how to expand its product line to compete in the rapidly developing green building markets. How should Serious Materials go to market when they launch their highly anticipated Serious Windows and EcoRock product lines? What do th...Starting at €8.20
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Google Glass
Eisenmann, Thomas R.; Barley, Lauren; Kind, LizCase HBS-814102-EEntrepreneurshipIn early 2014, business development executives at Google were formulating a distribution strategy for Glass, a wearable computer that projected information on a display viewable with an upward glance. Options, which were not mutually exclusive, included 1) continuing to sell Glass directly through online channels; 2) creating an open platform to allow any eyewear manufacturer to create frames compatible with Glass; and 3) negotiating a partnershi...Starting at €8.20