Stanford Graduate School of Business (USA)
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Richard Lund: Personal Wealth and Philanthropy
Parker G; Rappaport A, Foroughi JCase SGSB-F308-EFinanceRichard Lund had reached an important crossroads in his life. At age 65, Lund had had a great deal of success—and amassed much wealth—but he needed to devise a plan for the future. Namely, he needed to figure out what to do with the wealth of which he was so proud and that he had accumulated as a result of his own hard work and perseverance. This case describes a hypothetical investor faced with the challenges of philanthropy and its role in weal...Starting at €8.20
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Clover (A)
Leslie, M; Speiser, M; Makinen, JCase SGSB-SM283A-EStrategyClover Network’s founders didn’t see the curveball coming at the end of 2012. The two-year-old start-up had just nine employees. It had dumped its first business idea, pivoted from its second, and was working hard on a new product: a tablet-based cash register with built-in credit card processing. Large credit card payment processing companies had started noticing Clover and one had just agreed to pre-order $2 million of Clover hardware. It wa...Starting at €8.20
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Clover (A) - (B) - Teaching note
Leslie, M; Speiser, M; Makinen, JTeaching Note SGSB-SM283TN-EStrategyClover Network’s founders didn’t see the curveball coming at the end of 2012. The two-year-old start-up had just nine employees. It had dumped its first business idea, pivoted from its second, and was working hard on a new product: a tablet-based cash register with built-in credit card processing. Large credit card payment processing companies had started noticing Clover and one had just agreed to pre-order $2 million of Clover hardware. It wa...Starting at €0.00
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Southwest Airlines (A) (Spanish)
O'Reilly, Charles; Pfeffer, JeffreyCase SGSB-HR1AESStrategyEn 1994, United Airlines y Continental Airlines lanzaron sus propias compañías aéreas de bajo coste para competir con Southwest Airlines. De 1991 a 1993, Southwest había aumentado su cuota de mercado del 26% al 45% en el importante mercado de la costa oeste de Estados Unidos. El caso estudia cómo Southwest creó una ventaja competitiva sostenible y hace hincapié en el papel de los recursos humanos como palanca para implementar la estrategia. Plant...Starting at €8.20
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AGC Inc. in 2019: "Your Dreams, Our Challenge"
Kato, Masanori; Schaede, Ulrike; O'Reilly, CharlesCase SGSB-OB103-ELeadership and People ManagementAsahi Glass Co., Ltd. in 2014 was the world’s largest glass company, but the company faced flat revenues and increased global competition. Several of its flagship businesses projected few prospects for growth unless the company could develop new products and identify competitive strengths to compete within the rapidly changing global economy. AGC held leading global market shares in four major products: architectural glass, automotive glass, quar...Starting at €8.20
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The Intel Incubation Program: Disruption Inside
O'Reilly, Charles; Melvin, SheilaCase SGSB-OB105-ELeadership and People ManagementIntel established the Emerging Growth and Incubation (EGI) Group in 2018 with a charter to build a disruptive innovation engine. The EGI Group was seen as essential-even existential-for Intel to expand beyond its core business, find new ways to add significant value to the company, and once again be perceived as an engine of growth. Given Intel’s size and the perceived urgency of the need for growth, it was decided that EGI would incubate only ...Starting at €8.20
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Southwest Airlines (A)
O'Reilly, Charles; Pfeffer, JeffreyCase SGSB-HR1A-EStrategyIn 1994, both United Airlines and Continental Airlines launched low-cost airlines-within-an-airline to compete with Southwest Airlines. From 1991 to 1993, Southwest had increased its market share of the critical West Coast market from 26% to 45%. Considers how Southwest had developed a sustainable competitive advantage and emphasizes the role of human resources as a lever for the successful implementation of strategy. Asks whether competitors can...Starting at €8.20
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Clover (B)
Leslie, M; Speiser, M; Makinen, JCase SGSB-SM283B-EStrategyClover Network’s founders didn’t see the curveball coming at the end of 2012. The two-year-old start-up had just nine employees. It had dumped its first business idea, pivoted from its second, and was working hard on a new product: a tablet-based cash register with built-in credit card processing. Large credit card payment processing companies had started noticing Clover and one had just agreed to pre-order $2 million of Clover hardware. It wa...Starting at €5.74
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Brown Bag Firms (A)
O'Reilly, Charles; Reid LorraineCase SGSB-E656A-EEntrepreneurshipBrown Bag Films produced programming for Disney, Amazon, BBC, and Nickelodeon, reaching an audience of more than 100 million pre-school children around the world. This case examines the development of Brown Bag Films, which began in 1994 as a partnership between two art school students in Ireland who had a passion for making animated children’s films—but no business plan, and only a few thousand pounds of borrowed funds. Early successes like an O...Starting at €8.20
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Southwest Airlines (A) - Teaching note
O'Reilly, Charles; Pfeffer, JeffreyTeaching Note SGSB-HR1TN-EStrategyIn 1994, both United Airlines and Continental Airlines launched low-cost airlines-within-an-airline to compete with Southwest Airlines. From 1991 to 1993, Southwest had increased its market share of the critical West Coast market from 26% to 45%. Considers how Southwest had developed a sustainable competitive advantage and emphasizes the role of human resources as a lever for the successful implementation of strategy. Asks whether competitors can...Starting at €0.00