Stanford Graduate School of Business (USA)
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The Rise of AmorePacific
Barnett, William; Rhee, Mooweon; Shin, DongyubCase SGSB-SM274-EStrategyIn 2017, AmorePacific (AP) was the world’s seventh-largest cosmetics, competing head-to-head with leading companies like L’Oréal and Estée Lauder. This case describes AP’s unique approach to beauty products, which reflected the corporate credo of “Harmony and Balance” and other philosophies that traced their roots in Eastern philosophy. AP’s view of yin and yang, for instance, was integral to the company’s approach to R&D. The case also looks at ...Starting at €8.20
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The Rise of JTBC
Barnett, William P.; Rhee, Mooweon; Shin, DongyoubCase SGSB-SM317-EStrategyJTBC, which began operations in 2011, provided press coverage, drama shows, and entertainment programs. Within a relatively brief period, the company had gained the position of Korea’s most trusted press outlet, and played a pivotal role in reporting key information related to the controversial case of President Park Geun-hye and her advisor - information that ultimately led to the president’s impeachment in March 2017. The case study details the...Starting at €8.20
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Hyundai Motor Group: Fast Follower to Game Changer
Barnett, William; Rhee, Mooweon; Kim, Jae-GuCase SGSB-SM364-EStrategyIn 2022, Hyundai Motor Group had become the world’s third-largest automaker by sales volume. Under Executive Chair Euisun Chung’s leadership, HMG was shaping its vision as a “game changer” in the global automotive industry. The company no longer viewed itself as a traditional car manufacturer, but as a provider of smart mobility solutions. The case study explores Hyundai’s strategies to pivot beyond the “fast follower” mission that had guided i...Starting at €8.20
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POSCO: Corporate Citizenship
Rhee, Mooweon; Kim, Jae-Gu; Barnett, William P.Case SGSB-SM352-EStrategySouth Korean steelmaking giant POSCO in 2021 had become a global company with businesses in 52 countries. In 2018, POSCO’s new chairman and CEO had inaugurated a broader business philosophy, espousing “Corporate Citizenship” practices as a way for the company to give back to society, beyond the production of steel or creation of jobs. This philosophy included new principles, innovative R&D, action plans, and internal and external cooperation to ...Starting at €8.20
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Willkommen to Europe: The Political Economy of Migration Policy in Germany
Scheve, K; , Gaikwad, NCase SGSB-P85-EEconomicsIn December 2015, Angela Merkel, Chancellor of Germany and the de facto leader of the EU, faced the challenge of formulating an effective policy response to Europe’s migration crisis. Merkel must decide whether Germany can continue to host large numbers of new refugees in 2016, keeping in mind that over a million had arrived in 2015. Merkel could continue Germany’s relatively open refugee policy, but would need to decide how many more refugees to...Starting at €8.20
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India: Liberalise in the Face of Crisis?
Scheve, K; , Gaikwad, NCase SGSB-P86-EEconomicsIn June 1991, India was in the midst of a currency and balance of payments crisis the likes the country had not seen since independence in 1947. The country’s foreign exchange reserves were barely enough to finance 13 days worth of imports. In the face of the crisis, India was forced to consider external help from the International Monetary Fund (IMF), which was accompanied by market-oriented conditionalities. The prospect of IMF support was a do...Starting at €8.20
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One Belt One Road: Chinese Strategic Investment in the 21st Century
Scheve, K; , Zhang, RCase SGSB-P87-EEconomicsIt is September 2013. The new Chinese President Xi Jinping will soon launch his tour in Central Asia. On this tour, the President is deciding whether to launch a grand investment strategy, which he calls “One Belt One Road” (OBOR). Through this plan, he hopes to achieve a range of economic, domestic, and geopolitical goals. Economically, China needs to transition into a growth model that is sustainable but still delivers high growth rates. Dom...Starting at €8.20
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Knights Apparel and the Alta Gracia Factory: Paying a Living Wage - Teaching Note
Paul Brest, Debra SchifrinnTeaching Note SGSB-SM237TN-EStrategyIn 2014 The Alta Gracia clothing factory in the Dominican Republic was doing something quite unusual in the industry; it was paying its employees a living wage, which was 350 percent higher than the country’s minimum wage. Knights Apparel, which owned the four-year old factory, also provided benefits, health care, and allowed the workers to unionize. Most apparel factories paid employees a minimum wage, which in some places was not enough to pay...Starting at €0.00
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SK's Double Bottom Line: Challenges and Way Forward
Jang, Yong Suk; Rhee, Mooweon; Chey, Tae-won; Barnett, WilliamCase SGSB-SM324-EStrategySK Group, one of Korea’s largest conglomerates, announced its Double Bottom Line (DBL) initiative in 2018. In January 2019, Chairman Tae-won Chey unveiled the company’s pledge not only to monitor and report SK’s social value, but also see social value account for 50 percent of the company’s key performance indicators. This case study follows SK’s shift to DBL management and efforts to place social value at the core of its business model. Social...Starting at €8.20
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To Grexit or Not? Politic and Greece's Sovereign Debt
Scheve, K; , Gaikwad, N; , Weinreb, JCase SGSB-P88-EEconomicsIn November 2012, the Greek economy was on the precipice of collapse. Antonis Samaras, Greece’s newly elected Prime Minister, faced a difficult decision regarding the harsh terms of austerity proposed by the European Commission, European Central Bank, and the International Monetary Fund, in exchange for external support in the form of a financial bailout. If accepted, the bailout would prevent the country from defaulting on its sovereign debts, b...Starting at €8.20