個案總覽

The customer care team lead (team lead) decides to attend a town hall meeting with the company's president and publicly air her concerns about computer system problems. This action appears to help resolve the system's problems but her supervisor rates her poorly on a performance review, possibly motivated by the team lead's actions at the town hall meeting. She must find a way to resolve her issues at Hospital Software Solutions without ruining her career. This is a supplement case to Hospital Software Solutions (A), product # 9B07C018.

This B case presents a conversation between E+Co's co-founders and an employee in Latin America who had raised the tough question of scale at E+Co's 2006 annual retreat. One of the co-founders' response for getting E+Co 10 times more impactful in emerging economies was to adopt what he called a strategy of wedges. Also presented is a set of complementary strategies that together could help achieve steady local impact and rapid growth. The conversation also exposes some of the strategic experiments attempted by E+Co during the past 12 years that did not achieve the expected goals yet inspired new paths to scale. This is a supplement to E+Co: A Tipping Point for Clean Energy Entrepreneurship (A), product # 9B07M054.

In this supplement to Michael Aniballi (A), product 9B04C035, Michael Aniballi describes how a thorough self-assessment helped him make a difficult career decision.

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An abstract is not available for this product.

There are two cases. Both concern the six-month battle in 2006 to create the steel group, Arcelor Mittal, by far the largest steel company in the world, combining as it did the two largest companies. The takeover was of interest because it was the focus of three bitter debates: shareholder interests versus stakeholder interests, European champions versus global champions and the merits of either, and financial strategy versus industrial strategy The first case concentrates essentially on the political, financial and environmental issues (all in the wide sense) of the takeover. The second case looks more deeply at the specifically steel (and hence industrial) issues.

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Supplements the (A) case.

Enables the study of business formation and venture capital funding within an international setting. Relates to the company's third round of funding in September, 2002, and introduces India's rapidly evolving Business Process Outsourcing (BPO) industry, Daksh's growth, its acquisition of marquee customer Amazon.com, and Daksh's third business plan--as presented to potential investor General Atlantic. Students are asked to evaluate Daksh's investment opportunity from the perspective of a U.S.-based investor, while considering its financial projections, strategic investors (Amazon.com), human resource policies, term sheet, and expected returns.

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Supplements the (A) case.

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An abstract is not available for this product.

This is a supplement to Honey Care Africa (A): A Different Business Model.

This is a supplement to Honey Care Africa (A): A Different Business Model.

This is a supplement to Michelin in the Land of the Maharajahs (A): A Note on the Tire Industry in India, product 9B07M030. This case presents the performance and the geographic positioning of Michelin as well as its international expansion strategy. The information provided allows students to analyse Michelin's strategy and performance.

An abstract is not available for this product.

Supplement to EPCOR Utilities Inc. A Critical Community Consultation (A), product 9B07M009.