This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Stanford Graduate School of Business (USA)
-
Billy Beane and the Oakland Athletics (A): Disruptive Innovation in Major League Baseball
Foster, G; O'Reilly, N,, Lippert, R,, Shimizu, C,, Udseth, KCase SGSB-SPM53A-ECorporate Governance, StrategyBilly Beane and the Oakland A’s have ‘changed the game’ in terms of talent identification, analytics, and player investment in Major League Baseball (MLB). Cases A and B are designed to provide and inspire learning on these topics by recounting Billy Beane’s success as the Oakland A’s General Manager over the past 16 seasons (1998 to 2013). The case, through analysis of performance and financial data over this time period, establishes Beane as ...Starting at €8.20
-
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
-
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
-
Minted in 2017: Designing a Profitable Brand
Siegel, R; Kuyel, SCase SGSB-SM275-EStrategyMariam Naficy (Minted CEO) and Melissa Kim (Minted COO) have grown the company to become a leader in the online printed cards, independent design and art market segments. As the business has continued to scale they wrestle with simultaneously growing their existing business while also looking at expanding into new markets, all the while keeping their existing customer base engaged. The case highlights the difficult decisions management faces in d...Starting at €8.20
-
The "New" SFMoMA: Meaning More to More People
Goldberg, A; Ittelson, M; Melvin, SCase SGSB-SM258-EStrategyIn the spring of 2016, the San Francisco Museum of Modern Art, or SFMOMA, opened its doors for a series of celebrations following a three-year closure. The museum had much to rejoice: a $305 million renovation that included a spectacular new ten-story addition that almost tripled gallery space; the 100-year loan of the renowned 1,100-work Doris and Donald Fisher Collection of postwar and contemporary art; the success of the “Campaign for Art,” w...Starting at €8.20
-
Beneficial State Bank (A): Organization and Measurement of Social Impact
Maureen McNichols, Jaclyn ForoughiCase SGSB-SI134A-EBusiness Ethics and Corporate Social Responsibility, Innovation and ChangeIn November 2004, as presidential hopeful John Kerry conceded the presidential race to George W. Bush, husband and wife team and Democratic supporters Tom Steyer (MBA ’83) and Kat Taylor (JD/MBA ’86) found themselves at an impasse in their political endeavors. The lost presidential bid was not only disappointing but left the couple seeking out new avenues to benefit from their time, passion, and energy. For Taylor, the idea of a beneficial ban...Starting at €8.20
-
Paradise Bakery & Café: The Challenges of Success
Peterson, J; George, MCase SGSB-SM285-EStrategyParadise Bakery and Café: The Challenges of Success traces the journey of entrepreneur Daniel Patterson from the founding of his bakery in Southern California, through the challenges of growth, to an eventual sale, and a post-acquisition crisis. The case focuses on three key decision points for Patterson. The first centers on his decision to hire an experienced outside chief financial officer with strategic vision, succeeding the longtime and wel...Starting at €8.20
-
General Electric in 2017: Naming and Claiming the Industrial Internet
Siegel, Robert E.; Lehman, CameronCase SGSB-SM288-EStrategyFrom 2010 to 2017, General Electric pivoted from an industrial behemoth to a data-driven tech company by incorporating big data analytics across all of their subsidiaries. As the world’s first “digital industrial” company, it named and the Industrial Internet - the “internet of things” for manufacturing - and is poised to win big in the future, as the current CEO, Jeff Immelt, hands over the reins to his predecessor, John Flannery.Starting at €8.20
-
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
-
Charles Schwab Corp. in 2017
Siegel, R; Makinen, JCase SGSB-SM282-EStrategyBy almost any measure, Charles Schwab Corp. appeared to be killing it in 2017. The wealth management, banking, custody and brokerage firm’s stock was trading near its all-time high. It was posting unprecedented levels of new client accounts, net new client assets, revenues and profits and had a record $3.12 trillion in client assets under management. Schwab was taking customers and assets from old-line wire houses like Morgan Stanley, while fendi...Starting at €8.20