個案總覽

On December 28, 2014, contact with Indonesia AirAsia flight QZ8501, carrying 162 people, was lost after it left Surabaya, Indonesia bound for Singapore. All passengers were believed dead. Until this horrific incident, AirAsia and its various affiliated airlines, which included AirAsia X and Indonesia AirAsia, along with several other airlines organized in joint ventures throughout Southeast Asia, had recorded rising profits, rapid expansion and, until this incident, a solid safety record. The company was buoyed by a savvy marketing strategy and the leadership of its flamboyant founder. He was concerned now about how this tragedy would affect AirAsia’s business in the short and long term. Should he delay or even stop some of his aggressive growth initiatives? Supplement to 9B12M013.

On December 28, 2014, contact with Indonesia AirAsia flight QZ8501, carrying 162 people, was lost after it left Surabaya, Indonesia bound for Singapore. All passengers were believed dead. Until this horrific incident, AirAsia and its various affiliated airlines, which included AirAsia X and Indonesia AirAsia, along with several other airlines organized in joint ventures throughout Southeast Asia, had recorded rising profits, rapid expansion and, until this incident, a solid safety record. The company was buoyed by a savvy marketing strategy and the leadership of its flamboyant founder. He was concerned now about how this tragedy would affect AirAsia's business in the short and long term. Should he delay or even stop some of his aggressive growth initiatives?

The Crucell (B) case updates events at Crucell since 2009. In September, 2009, Johnson & Johnson acquired 18% of Crucell for $400 million. This investment was part of a business development deal. Subsequently, in 2012, Johnson & Johnson acquired Crucell for $2.8 billion.

In 2009, The Obama administration and Senator Max Baucus, chairman of the Senate Finance Committee enter into talks with industry groups that will be effected by the health reform that the Congress is working on.

In 2009, the Senate begins drafting its health care bills. Jurisdiction in the Senate is shared between two committees, but the more important is the Senate Finance Committee.

In the summer of 2009, a meeting is called in the White House to discuss the impact of changing the rules on the employer-sponsored health insurance tax exclusion.

During the Congress's August recess in 2009, the Tea Party makes a big push to stop the health reform bill moving through Congress.

In the fall of 2009, President Obama makes a speech to a joint session of Congress in an attempt to regain lost momentum on health reform and get a bill through Congress.

In the fall of 2009, the House and Senate each voted to pass health reform bills. These bills then had to be combined into the Affordable Care Act and the ACA had to be passed by both houses. Reconciliation had to be used because of Republican Scott Brown's Senate victory in Massachusetts.

In the spring of 2010, after the ACA is signed into law, the government begins implementation.

In the fall of 2013, Healthcare.gov launches as an insurance exchange for consumers to buy health insurance. The launch is filled with glitches, and some worry if it will imperil the fate of the entire ACA.

Nokia's leaders reflect on the Bridge program, lessons learned during its implementation, and the business benefits it brought to the company. Nokia's Bridge program resulted in 60% of employees knowing their next step the day they exited the firm. It also helped employees start 1,000 new companies, and replaced jobs in communities where Nokia was a major employer. One-third of all mobile phone sales between 2011 - 2012 came from new products that were developed at R&D sites and manufactured at factories that were to be closed down or downsized as part of the restructuring.

The (B) case explained how Movile expanded their business, moving into the smartphone market from their core business of feature phones in Latin America. The case described the two parts of Movile's strategy. The first was Movile's development and launch of a smartphone app, PlayKids, which, as of the end of 2014, was the number-one children's app in the world (by sales in the Apple app store). The second aspect of this strategy involved investing in mobile-enabled offline start-ups in Brazil. The (A) case may be taught as a stand-alone case. The (B) case requires the (A) case to be read beforehand.

Supplement to 9B15M025.

Supplement to case W15026.

In Part B, Matthew quits E&Y and to gain experience first works at a Vietnamese hotel as a bell boy for three months and then at a hotel in Singapore as a management trainee for another three months. This gives him confidence about the hotel business but the financial pressure of not having a stable job is getting tougher by the day. He faces the dilemma of whether or not to return to the corporate world.

In Part C, Matthew identifies a plot of land to develop the hotel and raises a significant part of the capital required from his friends and acquaintances. He and his wife also start a side business to bring in some financial respite, while Matthew continues to raise capital for his dream project - building a hotel in Vietnam.

Supplement case for W14684.

The (B) case provides post-mortem analysis from Quincy's cofounders on why their startup failed and what they could have done differently. Explanations for failure focus on Quincy's ambitious value proposition and resulting operational challenges; cofounder conflict; poor approaches to hiring and motivating employees; a dysfunctional relationship with lead investors; and shortcomings in Quincy's go-to-market plan.

MedCath is a horizontally integrated chain of heart hospitals that partners with local cardiologists. It claims that its focus leads to better and cheaper results than those of an everything-for-everybody general hospital. Community hospitals generally vehemently oppose their entry into a new area. What options does MedCath have?