Stanford Graduate School of Business (USA)
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Sticks and Stones? How Companies Respond to "Tax Shaming"
DeSimone, L; Hoopes, H; Lester, R; Melvin, SCase SGSB-A226-EAccounting and ControlAn increasing number of global corporations have experienced negative publicity over complicated tax structures established to minimize their tax burdens. In the case of U.S. companies, there has been a growing outcry over “inversions,” a means of restructuring the business so that the U.S. parent was replaced by a foreign parent entity in a nation with lower corporate tax rates. Apple CEO Tim Cook was called to testify regarding Apple’s tax st...Starting at €8.20
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Etsy: Keeping it Real by Keeping Taxes Low
de, Simone, L; Hoopes, J; Lester, R; Melvin, SCase SGSB-A227-EAccounting and ControlEtsy was an online craft bazaar founded in 2005 in a loft in Brooklyn, New York. The company was known for its emphasis on social responsibility, transparency, authenticity, and its somewhat nontraditional approach to business. In January 2015, Etsy converted its Irish subsidiary to an unlimited liability company, a move it described as implementation of an “updated global corporate structure.” In a subsequent U.S. Securities and Exchange Commis...Starting at €8.20
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Waypoint: Reinventing Single Family Home Rental - Teaching note
Foster G; Hoyt DTeaching Note SGSB-E467TN-EEntrepreneurshipIn early 2009, following the collapse of the housing market, Doug Brien and Colin Wiel began buying single family homes (SFH) to renovate and rent. SFH rental had previously been a mom-and-pop business due to scaling difficulties—buying and managing large properties such as apartment complexes was well suited to institutional investors, but no one had solved the problem of buying and managing large numbers of relatively inexpensive SFHs. Brien a...Starting at €0.00
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Quirky: A Business Based on Making Invention Accessible
Marks M; Hoyt DCase SGSB-GS84-EService and Operations ManagementBen Kaufman founded Quirky in 2009 to enable anyone with a product idea to access an online network of people to help evaluate and improve the idea, and potentially bring it to market. By the end of 2012, Quirky was shipping 74 products, and had many more in development. Its products were sold in 35,000 stores worldwide. Each week, the company took three products into the research and development process, out of more than 1,000 submitted onlin...Starting at €8.20
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Waypoint: Reinventing Single Family Home Rental
Foster G; Hoyt DCase SGSB-E467-EEntrepreneurshipIn early 2009, following the collapse of the housing market, Doug Brien and Colin Wiel began buying single family homes (SFH) to renovate and rent. SFH rental had previously been a mom-and-pop business due to scaling difficulties—buying and managing large properties such as apartment complexes was well suited to institutional investors, but no one had solved the problem of buying and managing large numbers of relatively inexpensive SFHs. Brien a...Starting at €8.20
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The HBT Merger (China Roles Version)
Tiedens L; Melvin S; Levine Y; Cronkite J; Hoyt D; Sutherland SCase SGSB-L22CHN-ELeadership and People ManagementThis is a role-play case, intended for use in a leadership development course for MBA students. The case has four roles, two each for students playing U.S.- and China-based managers. There are two versions of the case, one for students playing the role of U.S.-based managers (L-22US), and one for students playing the role of China-based managers (L-22CHN). Each version has a set of common facts, plus a set of facts known only to that side. Th...Starting at €8.20
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The HBT Merger - Teaching note
Tiedens L; Melvin S; Levine Y; Cronkite J; Hoyt D; Sutherland STeaching Note SGSB-L22TN-ELeadership and People ManagementThis is a role-play case, intended for use in a leadership development course for MBA students. The case has four roles, two each for students playing U.S.- and China-based managers. There are two versions of the case, one for students playing the role of U.S.-based managers (L-22US), and one for students playing the role of China-based managers (L-22CHN). Each version has a set of common facts, plus a set of facts known only to that side. Th...Starting at €0.00
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The HBT Merger (U.S. Roles Verison)
Tiedens L; Melvin S; Levine Y; Cronkite J; Hoyt D; Sutherland SCase SGSB-L22US-ELeadership and People ManagementThis is a role-play case, intended for use in a leadership development course for MBA students. The case has four roles, two each for students playing U.S.- and China-based managers. There are two versions of the case, one for students playing the role of U.S.-based managers (L-22US), and one for students playing the role of China-based managers (L-22CHN). Each version has a set of common facts, plus a set of facts known only to that side. Th...Starting at €8.20
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PCH International (B): Supply Chain Solutions Take Off - Teaching note
Lee H; Marks M; Hoyt DTeaching Note SGSB-GS61TN-EService and Operations ManagementThis is an update to GS-61, describing developments at the company through 2011, including a major acquisition, distribution in China, and an initiative to cultivate start-ups that might grow into future clients.Starting at €0.00
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Quirky: A Business Based on Making Invention Accessible - Teaching note
Marks M; Hoyt DTeaching Note SGSB-GS84TN-EService and Operations ManagementBen Kaufman founded Quirky in 2009 to enable anyone with a product idea to access an online network of people to help evaluate and improve the idea, and potentially bring it to market. By the end of 2012, Quirky was shipping 74 products, and had many more in development. Its products were sold in 35,000 stores worldwide. Each week, the company took three products into the research and development process, out of more than 1,000 submitted onlin...Starting at €0.00