Stanford Graduate School of Business (USA)
-
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
-
PATH and the Safe Water Project: Making Safe Water Products More Affordable
Zenios S; Denend L; Elliott TCase SGSB-OIT109-EInformation Technologies, Service and Operations ManagementThis case provides an overview of the nonprofit organization PATH and its Safe Water Project—a five-year effort launched in late 2006 with $17 million in funding from the global development unit of the Bill and Melinda Gates Foundation. The purpose of the grant was to evaluate to what extent market-based approaches could help accelerate the widespread adoption and sustained use of household water treatment and safe storage products by low-income ...Starting at €8.20
-
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
-
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
-
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
-
The Role of Physicians in Device Innovation: Critical Success Factor or Conflict of Interest
Zenioa S; Burns L; Denend LCase SGSB-OIT105-EInformation Technologies, Service and Operations ManagementAs of 2012, the Physician Payments Sunshine Act of 2009 requires medical device manufacturers to track any payments or gifts they make to physicians that are worth more than $10 and then starting in 2013 to report those that exceed a total of $100 per year to any given doctor. While a majority of doctors, academic medical centers, and pharmaceutical and device companies generally support the principle of greater transparency when it comes to phys...Starting at €8.20
-
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
-
Identifying Venture Opportunities
Rohan, Dennis; Hornblower, JocelynCase SGSB-E323-EEntrepreneurshipThis note explores the idea identification stage of becoming an entrepreneur. It covers common sources of inspiration for ideas, such as career, education, hobbies and interests. It discusses the importance of team creation, execution and passion. It emphasizes 4 different categories of trends that create opportunities for new businesses to emerge, illustrated with examples. Finally, the note covers testing the basic viability of an idea, inc...Starting at €8.20
-
Atticus: The Search for the Ideal Investor
Hornblower, Jocelyn; Urstein, RobCase SGSB-E824-EEntrepreneurshipThis case tells the story of education-technology entrepreneur Paul Freedman and the company he founded in 2007, Altius Education. The case briefly describes the history and landscape of higher education in the US, and provides examples of various changes and recent notable industry innovations that had taken place. Specifically, the case highlights the important role of accreditation (and Title IV funding) in higher education and how such a st...Starting at €8.20
-
iRelaunch: From Career Break to Career Re-entry
Chess, Robert; Hornblower, JocelynCase SGSB-SM325-EStrategyThis case is primarily about the opportunity for mid-career professionals to return to work after a career break. It focuses on the company iRelaunch, which helps companies develop and implement career re-entry programs and connects employees and employers. The case protagonist is Carol Fishman Cohen, co-founder of iRelaunch. The case also touches on the different types of return to work programs and includes a vignette on Chevron which highlig...Starting at €8.20