Search results
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Essar Energy: Indian GAAP, U.S. GAAP or IFRS (B)
David J. Sharp; Sudershan Kuntluru; Paritosh Basu; Sanjay ChauhanCase IVEY-9B13B015-EAccounting and Control, StrategyThis is a supplement to 9B13B014.Starting at €5.74
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Fortune Motors (Taiwan): Implementing Strategy Change Using the Balanced Scorecard (A)
David J. Sharp; Anne WuCase IVEY-9B08M060-EAccounting and Control, StrategyThe chief executive officer (CEO) of Fortune Motors, the largest Mitsubishi dealership in Taiwan, has to consider his vision for the survival of the company. Fortune Motors' sales in 2003 had fallen below 50,000 units for the first time in 10 years, and market share had been falling for several years. The CEO had a plan to enter the business of financing used-car purchases. He thought that the balanced scorecard would be a useful tool to help him...Starting at €8.20
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Revenue Recognition for a Services Contract
Pratibha Wasan; David J. SharpCase IVEY-9B15B005-EAccounting and Control, StrategyOn November 25, 2012, the head of Revenue Recognition at ESol Limited (ESol) India was preparing for a meeting with the company’s sales team at the head office in Bangalore. ESol Limited was a large, U.S.-based multinational information technology corporation, which had moved into India in 2000. Since then, its management had insisted on the need for close monitoring of accounting procedures in strict adherence to Generally Accepted Accounting Pr...Starting at €8.20
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Turrones Artesanos del Mediterráneo (TAM)
García Pont, Carlos; Soler, EdiCase ASN-77-EAccounting and Control, EntrepreneurshipStarting at €8.20
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Escatsa: The UK and Hungary Decisions - Teaching Note
Palencia, Luis; García Pont, CarlosTeaching Note ASNT-8-EAccounting and Control, MarketingThis teaching note goes with the case on Escatsa, which discusses the dilemma caused by the chance for a local Spanish company to undertake an international expansion to two different countries, working for two different clients at the same time. The shortage of resources leads to a consideration of which of the two operations is best, or even if it is worth undertaking both at the same time.Starting at €0.00
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Feng Farm (Spanish version)
David J. Sharp; Murray J. Bryant; Yasheng ChenCase IVEY-9B02BS05Accounting and Control, StrategyEl líder de la aldea debe reasignar tierras de cultivo y decide organizar una competencia entre los tres mejores campesinos de la aldea. El contrato de las tierras de cultivo se le otorgará al campesino con mejor rendimiento en la temporada de cosecha. La temporada de cosecha ha terminado y el líder de la aldea debe determinar la solvencia económica de los campesinos, su capacidad, costos de alquiler, y finalmente tomar la decisión.Starting at €8.20
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The Eastview Heights Development Project: Now or Later
David J. Sharp; Matt FentonCase IVEY-9B06B009-EAccounting and ControlTwo property developers disagree over whether to go ahead immediately with a housing development on land which they have just jointly purchased, which has draft approval for one development plan, or to resubmit a new application for a possibly more controversial but more profitable alternative development plan. The new plan could result in some delay to the development.Starting at €8.20
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Escatsa: La decisión de Reino Unido y Hungría - Nota de instructor
Palencia, Luis; García Pont, CarlosTeaching Note ASNT-8Accounting and Control, MarketingEsta nota del instructor acompaña al caso Escatsa, que describe y plantea un dilema de expansión internacional de una empresa local española en dos países diferentes, y para dos clientes diferentes a la vez. La escasez de resursos plantea cuál de las dos operaciones es más adecuada, o incluso si es correcto acometer ambas a la vez.Starting at €0.00
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Turrones artesanos del mediterráneo (TAM)
García Pont, Carlos; Soler, EdiCase ASN-77Accounting and Control, EntrepreneurshipEl caso plantea la decisión que deben tomar los dos socios fundadores de TAM acerca de si continuar con su negocio de fabricación y venta de turrones, o bien cerrar la empresa y aceptar las ofertas para trabajar por cuenta ajena en el sector. Es necesario crecer y preservar, a la vez, el estilo de fabricación artesano y tradicional con el que han querido asociar su marca. Sin embargo, un cierto agotamiento y las ofertas de trabajo que han recibid...Starting at €8.20
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Tesu SZZ d.o.o.
David J. SharpCase IVEY-9B13B017-EAccounting and Control, StrategyThe chief executive officer of Tesu, a small manufacturing company in Croatia, and a consultant hired to solve Tesu's production problems both realize that the company has several problems, the most pressing of which is a shortage of cash. Together, they need to come up with a plan to restore cash flow and improve production efficiencies.Starting at €8.20