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Fiat Auto 2003: Una nueva oportunidad
Díaz, Juan José; Fité, Rosa María; Nueno, PedroCase E-61EntrepreneurshipFiat Auto había estado operando con pérdidas durante varios años. En 2002, sus pérdidas se incrementaron un 150%. La crisis se inició en los años 1990-1999, cuando la compañía centró sus esfuerzos en desarrollar productos tradicionales que se vendían bien en Italia y mercados emergentes. Entretanto, se le había pasado la oportunidad de liderar nuevos segmentos como el de los monovolúmenes, los utilitarios deportivos y los "coches de ciudad". En 1...Starting at €8.20
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Vivace Logística S.A. (II): Preparando pedidos a la carta
Fité, Rosa María; Nueno, PedroCase E-95Entrepreneurship, Service and Operations ManagementDos emprendedores fundan una empresa de logística con servicios innovadores que les permiten aportar valor añadido a los clientes. El crecimiento de la empresa es grande y les obliga a afrontar más rápido de lo esperado nuevas inversiones que permitan para absorberlo. A pesar de que no disponen de fondos los emprendedores van siendo capaces de conseguirlo.Starting at €8.20
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Käthe Kruse: Una marca para el niño
Fité, Rosa María; Nueno, PedroCase E-60EntrepreneurshipEn 1989 dos empresarios compraron Käthe Kruse GmbH, una compañía conocida por sus muñecas de colección. Su objetivo era incrementar al máximo el valor de la compañía. Desde entonces la hicieron crecer potenciando las muñecas de juego e introduciendo, a lo largo de los años, nuevas líneas de producto. En 2003, Käthe Kruse comercializaba casi 2.000 referencias. Todos los productos se ajustaban a la filosofía original de Käthe Kruse, que se utilizab...Starting at €8.20
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Fiat Auto 2003: A new opportunity
Díaz, Juan José; Fité, Rosa María; Nueno, PedroCase E-61-EEntrepreneurshipFiat Auto had been operating at a loss for several years and in 2002 its losses had increased 150%. The crisis began in the years 1990-1999, when the company had focused its efforts on developing traditional products that sold best in Italy and emerging markets. Meanwhile, it had passed up the opportunity to take the lead in new segments such as multi-purpose vehicles (MPVs), sports utility vehicles (SUVs) and "city cars". In 1998 the company ann...Starting at €8.20
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Vivace Logística S.A. (II): Preparing Orders a la Carte
Fité, Rosa María; Nueno, PedroCase E-95-EEntrepreneurship, Service and Operations ManagementTwo businessmen found a logistics company with innovative services that allow them to offer their clients added value. The company grows fast, obliging them to take on new investments more quickly than they had foreseen, in order to absorb the growing demand. Despite not having funds available, the businessmen are able to pull it off.Starting at €8.20
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Mormedi S.A.
Fité, Rosa María; Nueno, PedroCase E-74-EEntrepreneurshipIn June 2004, Mormedi, a Spanish company modeled on the northern European design studios, was back in profit thanks to its aggressive pricing policy in Spain, although it had also directed its commercial plan towards the international market, which paid up to 50% more for design services. The company's priorities were to get more business, and develop a higher profile. It was earning more than they had the year before, but its margins were too lo...Starting at €8.20
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Käthe Kruse: An all-inclusive brand for kids
Fité, Rosa María; Nueno, PedroCase E-60-EEntrepreneurshipIn 1989 two entrepreneurs acquired Käthe Kruse GmbH, a company best known for its collectible dolls. Their concern was how to create the maximum possible value for the company. Since then they had grown the company by focusing more on play dolls and gradually introducing new product lines. As of 2003 Käthe Kruse sold almost 2000 references. All the products conformed to the original Käthe Kruse philosophy, which was used to differentiate the comp...Starting at €8.20
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Nuevecitas.com
Fité, Rosa María; Nueno, PedroCase E-75-EEntrepreneurship, Information Technologies, MarketingIn September 2004 Enrique Quemada and Juan Luis Somolinos had agreed to discuss the future of Nuevecitas, which had closed its first year's trading with more than 5,000 clients and profits of ?9,875. Nuevecitas used the Internet to sell golf balls recovered from lakes and other golfing articles. The young business had achieved renown right from the start due to its innovative marketing campaigns and low prices, and had become the largest European...Starting at €8.20
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Citigroup's Exchange Offer (C)
Greenwood, Robin; Quinn, JamesCase HBS-210015-EFinanceCitigroup faced considerable distress in early 2009. In late 2008, the bank had accepted $45 billion in preferred equity from the United States government via the Troubled Assets Relief Program (TARP). Yet, the stock had continued to slide in early 2009. In late February, the company announced that it would convert as much as $50 billion of preferred stock into common stock, at $3.25 per share. The case asks students to evaluate the pricing of pr...Starting at €5.74
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TravelCenters of America
Greenwood, Robin; Goldberg, Daniel; Quinn, JamesCase HBS-209030-EFinanceA New York-based hedge fund must decide whether to invest in TravelCenters of America (TA), a recent spin-off from a U.S.-based real estate investment trust. The case confronts students with the question: To what extent is this spin-off opportunity attractive from a value-investing standpoint? Historically, spin-offs have been attractive investments because of supply-demand dynamics associated with their investor base. The case is an opportunity ...Starting at €8.20