Search results for: 'environment'

In 2005, Ferrari signed an agreement to build the first Ferrari-inspired theme park in the world. The park was built on Das Island in Abu Dhabi, United Arab Emirates. Hence, Ferrari World Abu Dhabi, the first theme park entirely devoted to the legendary carmaker Ferrari, came to existence. The success of the park attracted new players who requested licenses from Ferrari to open new parks. In response to this demand, Luca Fuso, the head of Ferrari Brand, must make decisions:

1. Should Ferrari sell any licenses or simply only allow Ferrari World Abu Dhabi to exist?
2. If new Ferrari parks do open, should they be located in developing or developed countries/regions?
3. How do the answers to the above questions affect Ferrari’s long-standing view that the demand for Ferrari products should never be fully satisfied?

The case is designed for use in courses on international management for MBA students and upper-division undergraduate business students. The focus on international business makes it useful for audiences from cross-culture management courses. The students would benefit the most if they have taken in the past courses in topics such as Global Business Environment and Leadership.

The case describes the foundation and development of Maximilian Busser and Friends (MB&F) a company that was established in Geneva with limited resources and was dedicated to manufacturing Horological Machines from its inception. One of the principal aims of the company was to produce the high-end watches that would be masterpieces, with limited edition.

MB&F is an example that illustrates how relevant it is to define a clear vision and idea of the product and the market and how to enter a closed and complex industry with limited resources. However, taking this creative approach in a traditional market was full of challenges.

Despite of these problems and challenges the company achieved a position as a player in the market. The case describes different reasons for that success, highlighting manufacturing, supply and distribution. Especially, the case remarks how the creativity approach best describes MB&F.

The case introduces a fundamental question for the company, particularly: if this success is sustainable or if MB&F represents a trendy product that will soon fade away.

This case study discusses Huawei's history and development in Spain. It analyses the telecom operator's origins and culture and the way it entered the Spanish market by focusing on bringing corporate communications in-line with the company's business strategy in order to create awareness, change the firm's image and construct a corporate reputation for its different interest groups. The case study also explains how Huawei's communications department developed as the business grew and illustrates how it overcame the west's prejudices about Asian companies.

The case chronicles Chevron´s fracking opportunities in Europe. The purpose of the case is to further students´ capacity to evaluate economic political and social risks/opportunities with limited data.

This is the second part of the case about the controversy over Nestlé purchasing palm oil in Indonesia for KitKats. It describes and provides documentation on the declaration issued by Nestlé regarding its purchases of palm oil in order to prevent further destruction of rainforests. It also focuses on the provisions for monitoring and ascertaining the impacts of Nestlé's palm oil purchases.

Part A is about how Greenpeace activists crashed a speech by posting a banner asking Nestlé to give orangutans a break and then posted a video denouncing the destruction of the rainforest due to the suppliers' plantations. It gives a background on palm oil, environmental problems in Indonesia, Sinar Mas, Greenpeace and Nestlé and then takes a look at the competitive environment. The case outlines conflicts that Nestlé has had in the past, as well as conflicts involving palm oil in general.

This case is about the controversy over Nestlé purchasing palm oil in Indonesia for KitKats. Part A is about how Greenpeace activists crashed a speech by posting a banner asking Nestlé to give orangutans a break and then posted a video denouncing the destruction of the rainforest due to the suppliers' plantations. It gives a background on palm oil, environmental problems in Indonesia, Sinar Mas, Greenpeace and Nestlé and then takes a look at the competitive environment. The case outlines conflicts that Nestlé has had in the past, as well as conflicts involving palm oil in general.

This is a case about an SME, in the shoe industry, that thanks to the expertise of its partners and a successful R&D investment is able to successfully operate in international markets, even during crises. The product is manufactured in China and is then imported to Italy to be commercialized in the EU, and in a latter phase in Chile.