Stanford Graduate School of Business (USA)
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Citadel Capital (A): Managing for Opportunity and the Unexpected
Meehan W; Pfleiderer P; McCoy DCase SGSB-F287A-EFinanceThis case described the activities of Citadel Capital, a Cairo-based Emerging Markets Private Equity Fund, in Egypt during the tumultuous political environment following the Arab Spring and the country’s first democratic elections. The case focuses in particular on Citadel’s approach to investment exits and liquidation in order to realize value for investors.Starting at €8.20
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Citadel Capital (B): Managing for Opportunity and the Unexpected
Meehan W; Pfleiderer P; McCoy DCase SGSB-F287B-EFinanceThis case updates the activities of Citadel Capital, a Cairo-based Emerging Markets Private Equity Fund, in light of ongoing political uncertainty in Egypt and the MENA region.Starting at €5.74
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Managing Local Political Risk: Parking the Tata Nano (A) - (C) - Teaching note
Jha, S, Schifrin, DTeaching Note SGSB-P78TN-EEconomicsManaging Local Political Risk: Parking the Tata Nano highlights the role of political geography in shaping risks to businesses. The case has three parts: an (A) case, (B) case, and (C) case. The (A) case is set in 2006 and discusses the decision Tata Motors must make about where in India to locate a manufacturing plant to build the Nano – the world’s cheapest car. The (A) case presents four possible locations, and the students must evaluate which...Starting at €0.00
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Managing for Valie at the Global Environment Fund
Meehan W; Pfleiderer P; Kennedy M; McCoy DCase SGSB-F285-EFinanceThe Global Environment Fund (GEF) is a private equity fund focused on investments in environmental and energy solutions in both developed and developing markets. The fund is currently examining the strategy of one of its portfolio companies–NEOgás, a Latin American natural gas supplier–which is considering entering the Mexican distribution market. The also case recounts two previous GEF investments in emerging markets, a South African forestry ...Starting at €8.20
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Managing Local Political Risk: Parking the Tata Nano (A)
Jha, S, Schifrin, DCase SGSB-P78A-EEconomicsManaging Local Political Risk: Parking the Tata Nano highlights the role of political geography in shaping risks to businesses. The case has three parts: an (A) case, (B) case, and (C) case. The (A) case is set in 2006 and discusses the decision Tata Motors must make about where in India to locate a manufacturing plant to build the Nano – the world’s cheapest car. The (A) case presents four possible locations, and the students must evaluate which...Starting at €8.20
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Managing Local Political Risk: Parking the Tata Nano (B)
Jha, S, Schifrin, DCase SGSB-P78B-EEconomicsManaging Local Political Risk: Parking the Tata Nano highlights the role of political geography in shaping risks to businesses. The case has three parts: an (A) case, (B) case, and (C) case. The (A) case is set in 2006 and discusses the decision Tata Motors must make about where in India to locate a manufacturing plant to build the Nano – the world’s cheapest car. The (A) case presents four possible locations, and the students must evaluate which...Starting at €5.74
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Managing Local Political Risk: Parking the Tata Nano (C)
Jha, S, Schifrin, DCase SGSB-P78C-EEconomicsManaging Local Political Risk: Parking the Tata Nano highlights the role of political geography in shaping risks to businesses. The case has three parts: an (A) case, (B) case, and (C) case. The (A) case is set in 2006 and discusses the decision Tata Motors must make about where in India to locate a manufacturing plant to build the Nano – the world’s cheapest car. The (A) case presents four possible locations, and the students must evaluate which...Starting at €5.74
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LinkedIn: Transformation Driven From Within
Soule, S; Golomb, M; Schifrin, DCase SGSB-OB87-EMarketingThe case discusses LinkedIn’s corporate culture in 2012-2103 and the importance the professional networking company put on maintaining that culture as it dramatically expanded in headcount domestically and internationally. LinkedIn’s leadership believed its culture was its competitive advantage. The company fostered creativity, innovation, and a collaborative and open working environment, embraced humor, and was results oriented. LinkedIn sought ...Starting at €8.20