RELIANCE : A family feud for control of India’s priv … (A) GE1-118-A-I
This case study describes the conflict between the Ambari brothers after their father´s death, for taking control of Reliance Industries, one of the largest industrial conglomerates in India.Academic Area:Entrepreneurship | Innovation
Spain Case Study EC1-001-I-M
This interactive case describes the main problems of the Spanish economy between 1973 and 2010 setting the context for students to analyze the solutions provided by the different governments in power. It includes significant multimedia materials (photographs audio clips of speeches and interviews newspaper headlines graphs and tables) and related texts. There are also interactive graph which can be created based on students’ choices enabling them in this way to compare key economic indexes at specific times.Academic Area:Economic Environment & Public Affairs
Japan 2010: The lost years EC1-122-I
This case takes a look at the events that led up to the bursting of Japan’s stock-market bubble in 2010. It begins by describing the economic situation in Japan in the 1980s at the start of the crisis, delving into the appreciation of the yen, loss of competitiveness, low interest rates, the over-valuation of the stock market leading to inflation and the upward trend in the unemployment rate. It emphasizes that there were twenty years of poor political leadership where the political party changed frequently. The case outlines the government in Japan during the nineties and includes a detailed description of how each prime minister’s actions affected the economy. Then in 2001, seeking economic recovery, Koizumi’s government launched a comprehensive plan of reforms based on solving the problem of bad debts, establishing a stable financial system and defining seven programs of structural reform. When Koizumi left office, the economic situation was unstable and between 2006 and 2009, up to three different prime ministers occupied the post. Between 2007 and 2009, stimulus packages implemented by the government caused public debt as a percentage of Japan’s GDP to increase nearly 55 percent. This led the Bank of Japan to take emergency measures. In 2009, Hatoyama came into power, ending the Koizumi era. The government then had their chance to put an end to the “lost years.”Academic Area:Economic Environment & Public Affairs
Production costs, revenues and profits in perfect co … EC1-136-I
The objective of this short case is to familiarize students with what it is like to do business at the base of the pyramid; and to use a practical situation to review the concepts of fixed and variable costs, implicit and explicit costs, and accounting profit vs economic profit. Students are also asked to reflect on the implications of operating in a perfectly competitive market, and to offer suggestions from market structure theory for a firm like the one described here, that would enable it to break out of its inevitable zero-profit equilibrium and move toward economic profits in the long run.Academic Area:Economic Environment & Public Affairs
BBVA – The Web 2.0 Innovation (Re)-Evolution provides details of the bank’s Innovation and Transformation journey that began in 2007. This case focuses specifically on the Web 2.0 applications that BBVA developed during this period and the part they played in the company's strategy.
This case is organized through a timeline with video interviews which allow students to review the situation of the company before the Innovation and Transformation journey as well as to consider the challenges that this plan may bring in the future.Academic Area:Digital Technologies & Data Science | Innovation
The Pan American Health Organization CO1-244-I
Is it possible for a public, inter-governmental, and technical cooperation organization to implement institutional change while maintaining normal performance in different contexts and while achieving objectives established by the member governments, without labor conflicts or a significant overall increase in financial resources?
This case documents and comparatively analyzes two experiences (Costa Rica and Nicaragua) to answer the question posed above, as these countries provide two different situations in terms of national demand profiles and institutional resources.Academic Area:Organisational Behaviour | Innovation
Graph of a Perfectly Competitive Market EC2-109-I-M
This interactive tool explains the adjustment in short and long term of the market and the enterprise under the theory of perfect competition. It allows for the interaction of both dimensions and to see the equilibrium process in terms of profits losses prices and exchanged quantities.
The documentation includes graphs with explanations of the shifts as well as exercises with feedback.Academic Area:Economic Environment & Public Affairs
World Oil Prices EC1-115-I-M
This case is designed to introduce students to the basic tools of supply and demand and to observe and predict how they operate in a real market that is constantly grabbing headlines: the global petroleum market. The analysis of this interactive multimedia case is based around those events that have affected the price of oil from 1970 to 2013.
Students will be presented with a series of historical events that affected the price of oil on the world market. They study each of these and then predict the effects on price by shifting the curves on the traditional supply and demand model.
The World Oil Prices interactive exercise has been used successfully across a range of masters programs, from Masters in Management through to MBA and executive programs. The material would be suitable for both undergraduate and postgraduate economics courses, once the initial supply and demand theory has been grasped.Academic Area:Economic Environment & Public Affairs
Banesco Banco Universal. DO1-110-I
Between 1992 and 2005, Banesco Banco Universal experienced sustainable and inexorable growth within Venezuela’s complex financial and banking market. Venezuela had weathered several political, social and economic crises over the last fifteen years. The vision of its founders Juan Carlos Escotet and Luis Xavier Lujan had been a key driver for the Bank’s success. However, after thirteen years of good decisions and results, Banesco was now a large and complex organization and was starting to show certain weaknesses that needed to be addressed by reviewing management and innovation processes to date.
In 2005, the Bank was in a situation in which it was able to launch a number of initiatives and projects designed to leverage strategic objectives. The demand for projects, however, was bigger than the Bank’s capacity to implement them, and it did not seem capable of prioritizing them.Academic Area:Operations & Supply Chain Management | Innovation