學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Chateau Qanafar: Starting and Operating a Lebanese Vineyard
內容大綱
Chateau Qanafar was a small Lebanese winery, operating as a family business since its inception in 2005. By 2015, Chateau Qanafar had managed to produce one of the best wines of the Middle East and obtain international acclaim. However, despite this success, the company's founder understood that the general business environment in Lebanon was characterized by many uncertainties related to a weak institutional environment and high political and economic risk. Moreover, Lebanon represented a very small domestic market for wine producers. Chateau Qanafar's capability to produce well-crafted boutique wine would not be enough to ensure its success in the market. Its founder was also looking to transfer leadership to the next generation of the family. How could the business sustain and grow its operations in the future?