Search results
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Beck Taxi
Srinivas Krishnamoorthy; Ramasastry ChandrasekharCase IVEY-9B09M058-ECorporate Governance, Entrepreneurship, MarketingBeck Taxi is Toronto's leading cab brokerage. In May 2009, the company's chief executive officer (CEO) is wondering whether the company could change the radio fee for the limited duration of summer, usually a lean season for the cab trade. The fee, paid by drivers for the dispatch service connecting them to customers in waiting, has not been increased in over a decade. That is enough reason to go for a straight upward revision on a permanent basi...Starting at €8.20
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Security Breach at TJX
Nicole R.D. Haggerty; Ramasastry ChandrasekharCase IVEY-9B08E003-ECorporate Governance, Information TechnologiesThe chief security officer of TJX Companies Inc. (TJX) faces a dilemma on his first day on the job. The company has discovered in December 2006, a computer intrusion dating back to 2005. There is an ongoing investigation, involving the Federal Bureau of Investigation (FBI) into the attacks. The company is also in the middle of several class action law suits over losses suffered by financial institutions due to breaches of customer privacy. The ch...Starting at €8.20
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¿Qué sabemos de los altos directivos de éxito
Ricart, Joan Enric; Llopis, Jaume; Pastoriza, DavidTechnical Note SMN-677Corporate GovernanceEn este capítulo se revisan una serie de puntos que deben ser centrales en cualquier debate sobre alta dirección: la importancia del alto directivo, qué hace el alto directivo, por qué hace lo que hace, y cómo debe ser la alta dirección en el futuro. En nuestro camino a lo largo de cada uno de estos puntos nos apoyamos en gigantes del "management", como Peter Drucker, John Kotter, Henry Mintzberg, Donald Hambrick, Sumantra Ghoshal y C.A. Bartlet...Starting at €8.20
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Babé y Cia (A): adaptación al entorno de una empresa centenaria - Nota del instructor
Fernández, María; Tàpies, Josep; Llopis, JaumeTeaching Note SMT-81Corporate GovernanceLos casos A y B de la empresa Babé y Cía relatan la historia de una empresa familiar centenaria que se enfrenta en la actualidad a un desafío estratégico. El caso nos permite analizar la capacidad de adaptación de una empresa familiar a los fortísimos cambios ocurridos en la industria del petróleo durante el siglo XX (Caso A). Además, el caso ilustra cómo se gestionan las relaciones entre empresa y familia para evitar conflictos de interés entre ...Starting at €0.00
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Babé y Cía (B): continuidad y cambio en una empresa centenaria - Nota del instructor
Fernández, María; Tàpies, Josep; Llopis, JaumeTeaching Note SMT-85Corporate GovernanceLos casos A y B de la empresa Babé y Cía relatan la historia de una empresa familiar centenaria que se enfrenta en la actualidad a un desafío estratégico. El caso nos permite analizar la capacidad de adaptación de una empresa familiar a los fortísimos cambios ocurridos en la industria del petróleo durante el siglo XX (véase Caso A). Además, el caso ilustra cómo se gestionan las relaciones entre empresa y familia para evitar conflictos de interés ...Starting at €0.00
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RBC - Financing Oil Sands (B)
Michael Sider; Jana Seijts; Ramasastry ChandrasekharCase IVEY-9B10M016-EFinance, StrategyUnder pressure from the Rainforest Action Network to make their lending policies more sustainable, executives at the Royal Bank of Canada who deal with issues of corporate citizenship and sustainability must decide whether to continue financing companies involved in extracting oil from the tar sands of Alberta, Canada. The case asks students to consider the following questions: 1) Should banks lend to any business or industry the government deems...Starting at €5.74
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Glenmark Generics Inc.: Launch @ Risk
Peter C. Bell; Ramasastry ChandrasekharCase IVEY-9B15E010-ECorporate Governance, StrategyThe U.S.-based executive vice-president (EVP) of Glenmark Generics Inc., the subsidiary of an Indian generic manufacturer, is weighing his options on whether or not to proceed with what is known as a Launch @ Risk in the U.S. market. Defined as a “risk taken by a generic company when it puts a product on the market before resolving outstanding patent lawsuits against it,” Launch @ Risk is a widely acknowledged route to gain an entry into the worl...Starting at €8.20
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Spin Master Toys: Going Public-the IPO Process
Eric Morse; Michael R. King; Ryan Quirt; Ramasastry ChandrasekharCase IVEY-9B16N052-EEntrepreneurship, FinanceSpin Master, a children’s toy and entertainment company, was getting ready for an initial public offering (IPO). Its founders were weighing their options with regard to some core issues: What was the right positioning for Spin Master with potential investors? What was the right approach to valuing the business? How did that approach translate into enterprise value, equity value, and share price for the IPO?Starting at €8.20
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RBC - Financing Oil Sands (A)
Michael Sider; Jana Seijts; Ramasastry ChandrasekharCase IVEY-9B10M015-EFinance, StrategyUnder pressure from the Rainforest Action Network to make their lending policies more sustainable, executives at the Royal Bank of Canada who deal with issues of corporate citizenship and sustainability must decide whether to continue financing companies involved in extracting oil from the tar sands of Alberta, Canada. The case asks students to consider the following questions: 1) Should banks lend to any business or industry the government deems...Starting at €8.20
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Hydro One Inc.: CEO Compensation
Stephen Sapp; Ramasastry ChandrasekharCase IVEY-9B10N002-EAccounting and Control, Finance, Leadership and People Management, StrategyThe case presents the situation faced by the board of directors at Hydro One, a government-owned Canadian electric utility, as they discuss updating the current executive compensation packages because of the pending privatization of Hydro One. As a government owned enterprise, compensation was moderated by the job security and prospects of career advancement in the public sector, but the imminent privatization required the compensation system to ...Starting at €8.20