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ENGIE: Strategic Transformation of an Energy Conglomerate
Reichelstein, S; Schifrin, DCase SGSB-SM256-EStrategyIn 2016, the €75 billion French multinational energy conglomerate ENGIE was massively transforming its strategic and operational imperatives toward renewable energy. The 200-year old company owned Europe’s biggest natural gas pipeline and was a major global producer and supplier of natural gas and other energy sources. ENGIE had announced the transformation in 2014—following a sharp drop in global fossil fuel prices—viewing it as the beginning of...Starting at €8.20
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Canada's Economy 2012
David W. Conklin; Danielle CadieuxCase IVEY-9B09M008-EStrategyThis case points to the challenges that Canada faces in regards to its ongoing productivity gap with the United States and its ongoing failure in regard to international competitiveness. This case also discusses the regional differences within Canada in regard to international competitiveness. This case also discusses the regional differences within Canada in regard to economic structure and public policy issues. Finally, the case indicates a ser...Starting at €8.20
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Great Recession, 2007-2010: Causes and Consequences
David W. Conklin; Danielle CadieuxCase IVEY-9B10M008-EFinance, StrategyA recession in the U.S. economy began at the end of 2007. Concerns deepened as an epic financial crisis shattered business and consumer confidence. By the fall of 2008, the United States was in the midst of the worst recession since the 1930s, and major financial institutions were on the verge of bankruptcy. The financial crisis and recession spread around the world. Many saw a risk that the global financial system might collapse, perhaps precipi...Starting at €8.20
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China's Banks 2012
David W. Conklin; Danielle CadieuxCase IVEY-9B10M078-EFinance, StrategyIn the 1990s, considerable debate arose concerning the strength and stability of China's banks. Of particular concern were the debts owed to the banks by state-owned enterprises (SOEs). Many SOEs were experiencing financial difficulties and so they might not have been able to repay these loans. Some analysts emphasized that, since the banks and the SOEs were both owned by the government, the only relevant concern was the financial strength of the...Starting at €8.20
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Mexico's Economy, 2012
David W. Conklin; Danielle CadieuxCase IVEY-9B08M084-EStrategyMexico had a history of repeated financial crises, with high inflation leading to current account deficits with volatile capital inflows, culminating in significant devaluations. Concerns persisted that this pattern might repeat itself in the future. In the years prior to 1980, the government of Mexico had put in place a command and control economy with an extensive array of regulations through which it intervened in the economy on an ongoing bas...Starting at €8.20
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The Transformations of Wal-Mart: Experimenting with New Retail Paradigms
David W. Conklin; Danielle CadieuxCase IVEY-9B11M024-EStrategyBeginning in the 1990s, Wal-Mart sought to maintain its rapid growth by investing outside of the United States. It chose to enter other countries through the purchase of existing retail chains. This process created a new set of challenges, since the existing chains had their own corporate cultures and operating procedures, and Wal-Mart experienced several surprising defeats. In 2000, Wal-Mart launched a chain of what it called Neighborhood Market...Starting at €8.20
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Basware in 2013: Transistion to Software as a Service
Burgelman, R; Schifrin, DCase SGSB-SM219-EStrategyIn 2013 Basware, the Finland-based e-invoice operator and Enterprise Resource Planning (ERP) software vendor, was going through a large and critical transition: moving from selling and installing licensed software to selling Software as a Service (SaaS). Basware, which sold automated Purchase-to-Pay solutions for Business-to-Business to 2,000 Nordic and global clients, was responding to a sharp decline in those sales in the previous few years; mo...Starting at €8.20
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Deutsche Telecom in 2016: Driving Disruption from within the Industry
Burgelman, R; Schifrin, DCase SGSB-SM255-EStrategyIn 2016, Deutsche Telekom’s CEO Tim Höttges was steering the €69 billion telecom incumbent in new directions and seeking to disrupt the industry from within. The company’s tagline was “Life is For Sharing.” Its goal was to be Europe’s leading digital communication services company that was most trusted by consumers and business customers for safely sharing content. Höttges wanted to achieve this by having the best network, the best service, the b...Starting at €8.20
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Xiamoni's Globalization Strategy and Challenges
Burgelman, R; Gang, Zhang, Yanting, Fuo; Schifrin, DCase SGSB-SM262-EStrategyXiaomi, the Chinese smartphone company founded in 2010, had quickly become an industry leader in the Chinese market. By 2016 it had started to expand internationally, and this case lays out the company’s globalization strategies and challenges moving forward. Hugo Barra, a top Android executive, had left Google a few years earlier to lead Xiaomi’s international growth. Xiaomi’s founder and CEO, Lei Jun, said the company’s ultimate goal was “makin...Starting at €8.20
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China's Trade Disputes
David W. Conklin; Danielle CadieuxCase IVEY-9B09M018-EStrategyBy 2009, China's exports had increased dramatically from $250 billion in 2000 to a projected $1,500 billion in 2009. This enormous growth of exports severely damaged competing businesses in the advanced nations, particularly the United States and Europe. China's entry into the World Trade Organization (WTO) in 2001 guaranteed China's right to export to these nations, but at the same time the WTO required China to adhere to certain rules that soug...Starting at €8.20