個案總覽

Rebeca Minguela hopes to create an arbitrage platform, similar to Rocket Internet, that can bring start-up ideas and opportunities to Spain. However, Blink Booking, her first venture and proof of concept, is rocked by a co-founder's breach of confidence and departure. Minguela must repair the damage to Blink's management team, restore investor confidence, and continue Blink's rapid growth to deliver on the venture's initial promise. The case explores management team roles, equity splits, and related entrepreneurial challenges that Minguela must navigate. Minguela must also decide whether her long-term goal of an incubator-like platform for Spain is really feasible. The case describes how her vision differs from Rocket Internet-a large German incubator that also provides its entrepreneurs with ready-made business models from existing companies-allowing students to compare the models and discuss the ethics of cloning.

Bristol Myers Squibb, a multi-national pharmaceutical company, is seeking to globalize its R&D strategy while managing costs. It has formed a joint venture with an Indian company, which has worked well, but now faces a strategic decision on how and whether to continue.

Supplement for case 713051

This case presents a trading situation arising out of the acquisition of Ranbaxy Laboratories Limited, an Indian pharmaceutical firm, by Daiichi Sankyo, Inc., a Japanese pharmaceutical firm, in 2008. After buying out the Ranbaxy's founding family's stake in the company, Daiichi Sankyo made a partial tender offer bid for the remaining shares of Ranbaxy. The uncertainty as to whether or not the deal would go through and what the eventual acceptance rate would be resulted in a special situation investment opportunity. In the case, a risk arbitrageur needs to evaluate this potential opportunity and determine an appropriate trading strategy. Key decisions include whether to buy or sell the target stock and when to implement this purchase or sale. In this way, the case presents an unfolding situation augmented with a rich set of relevant secondary data such as news and stock prices, so that students are exposed to a real trading situation. The case requires students to understand market mechanisms and perform detailed analyses to justify their decisions.

Simbhaoli Sugars Limited has deployed a new system of communication services through Voice Web, a mobile-based Internet technology, in rural areas for better engagement with the farmers who supply sugarcane to the SSL factory. The importance of perceived value of services to the end-users and the need to involve all stakeholders during the innovation set-up process are explained. Critical aspects of the service innovation concept are used to analyse the issues observed during the pilot deployment of Simbhaoli Sugars Limited's new communication services.

This case explores social media marketing as both business to business (B2B) and business to consumer (B2C) strategies. In spite of a challenging real estate environment, Better Homes and Gardens Real Estate (BHGRE) was launched in 2008 by Realogy Corporation, the largest franchisor of real estate brands in the world, to maintain and grow market share with a new type of real estate company centered around lifestyle. BHGRE has grown rapidly and has experienced tremendous success with its B2B social media efforts. Now, several years after the formation of the company, the president and chief executive officer must decide how to leverage what she has learned from the B2B effort to create a B2C social media program. Additional factors include a concurrent Canadian market entry.

In December 2011, the United States National Highway Traffic Safety Administration (NHTSA) and the Environmental Protection Agency issued a joint proposal to dramatically increase fuel economy and reduce greenhouse gas emissions of passenger cars and light trucks sold between 2017 and 2025. The joint proposal was created in response to President Obama's call for both agencies to build on a national program that would "produce a new generation of clean vehicles." By 2025, new cars and light trucks were expected to achieve an unprecedented average fuel economy of nearly 50 miles per gallon (mpg), reducing fuel consumption by 4 billion barrels of oil and cutting greenhouse gas emissions by 2 billion metric tons of carbon dioxide over the lifetimes of the new vehicles. The NHTSA predicted that the national program would generate benefits of $323 billion-primarily in the form of savings in fuel costs for vehicle owners-amounting to four times the cost. This case takes an in-depth look at the NHTSA's regulatory impact analysis for the 2017-2025 fuel economy regulation and examines the proposed social benefits and costs of the program. According to NHTSA's analysis, the private benefits to vehicle owners are several times the cost, while the external benefits are modest and more than offset by the loss in gas tax revenues. The case explores the NHTSA's explanations for the apparent paradox: if there are large net gains for vehicle owners (and for manufacturers who better meet buyers' preferences) from vehicles with higher mpg, why does the market not generate more fuel-efficient vehicles on its own? Could it be standard market failures, perhaps inconsistencies in consumer behavior patterns, or errors in the agency's estimates of costs or benefits? Are the more traditional market failures suggested by the NHTSA (imperfect competition in the auto industry and limited information) valid explanations? Case Number 1973.0

When Indiana State Health Commissioner Dr. Judy Monroe learned of the emergence of H1N1 (commonly referred to as "Swine Flu") in late April 2009, she had to quickly figure out how to coordinate an effective response within her state's highly balkanized public health system, in which more than 90 local health departments wielded considerable autonomy. Over the next several months, she would come to rely heavily on relationships she had worked hard to establish with local health officials upon becoming commissioner -- but she and her senior advisors would also have to scramble to find new ways to communicate and coordinate with their local partners, who represented jurisdictions that varied considerably in terms of size, population demographics, resources, and public health capacity. Case Number 1974.0

Josh Wyatt, Director of Patron Capital Partners, needs to make an exit decision for a successful investment in Generator Hostels. After five years of explosive growth and in the middle of a financial crisis, Wyatt needs to evaluation Patron's alternatives: IPO the platform, seek a strategic investor or sell the platform outright.

Companies work hard to persuade their customers to buy additional products. But a sizable segment of cross-buying customers are unprofitable, and the more they buy, the more companies lose. It's important to identify and neutralize the impact of these profit-destroying customers.

Research on the variables that affect whether employees "get" and execute company strategy. The biggest factor is communication from top management all the way down through the organization.

A three-part framework that allows you to optimize the outcome of your negotiations, whatever the level of trust.

Though innovation is critical to a company's growth, investors don't seem to factor companies' strength or weakness at R&D into decisions to buy stock.

Cell phones deliver an array of services--some for the first time--to India's vast population.