Mark Hunter

KP Media (B): Surviving the Crisis

By  Luk Van Wassenhove,  Mark Hunter
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In the 1990s, following the fall of the Soviet empire, a wave of English-language newspaper emerged in Eastern Europe. Among the most significant was the Kyiv Post, which by the end of the decade had established a reputation as the leading independent news source in Ukraine. From its shoestring beginnings, by 2006 it had become a $US55 million enterprise.

    Published 27 May 2013

    Reference 5973

    Topic Entrepreneurship

    Industry Publishing

    Region Europe

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    KP Media (B): Surviving the Crisis

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    In the 1990s, following the fall of the Soviet empire, a wave of English-language newspaper emerged in Eastern Europe. Among the most significant was the Kyiv Post, which by the end of the decade had established a reputation as the leading independent news source in Ukraine. From its shoestring beginnings, by 2006 it had become a $US55 million enterprise.
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      KP Media (C): Rebuilding the Brand

      By  Luk Van Wassenhove,  Mark Hunter
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      In the 1990s, following the fall of the Soviet empire, a wave of English-language newspaper emerged in Eastern Europe. Among the most significant was the Kyiv Post, which by the end of the decade had established a reputation as the leading independent news source in Ukraine. From its shoestring beginnings, by 2006 it had become a $US55 million enterprise.

        Published 27 May 2013

        Reference 5973

        Topic Entrepreneurship

        Industry Publishing

        Region Europe

        View case

        KP Media (C): Rebuilding the Brand

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        In the 1990s, following the fall of the Soviet empire, a wave of English-language newspaper emerged in Eastern Europe. Among the most significant was the Kyiv Post, which by the end of the decade had established a reputation as the leading independent news source in Ukraine. From its shoestring beginnings, by 2006 it had become a $US55 million enterprise.
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          Lloyds TSB Group (A): Business Portfolio Restructuring and Development

          By  Laurence Capron,  Fares Boulos,  Mark Hunter
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          After the transformation of Lloyds Bank from an unfocused and underperforming group to a focused highly-performing bank under Brian Pitman (1983-1996), the incoming CEO takes on the challenge of redefining the bank’s strategy and operations, facing difficult choices regarding the firm’s scope and internationalization.

            Published 30 Jan 2012

            Reference 5713

            Topic Strategy

            Industry Financial Services

            Region Europe

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            Lloyds TSB Group (A): Business Portfolio Restructuring and Development

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            After the transformation of Lloyds Bank from an unfocused and underperforming group to a focused highly-performing bank under Brian Pitman (1983-1996), the incoming CEO takes on the challenge of redefining the bank’s strategy and operations, facing difficult choices regarding the firm’s scope and internationalization.
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              Lloyds TSB Group (B): The Road to Sustained Growth?

              By  Laurence Capron,  Fares Boulos,  Mark Hunter
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              After the transformation of Lloyds Bank from an unfocused and underperforming group to a focused highly-performing bank under Brian Pitman (1983-1996), the incoming CEO takes on the challenge of redefining the bank’s strategy and operations, facing difficult choices regarding the firm’s scope and internationalization.

                Published 30 Jan 2012

                Reference 5713

                Topic Strategy

                Industry Financial Services

                Region Europe

                View case

                Lloyds TSB Group (B): The Road to Sustained Growth?

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                After the transformation of Lloyds Bank from an unfocused and underperforming group to a focused highly-performing bank under Brian Pitman (1983-1996), the incoming CEO takes on the challenge of redefining the bank’s strategy and operations, facing difficult choices regarding the firm’s scope and internationalization.
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                  Lloyds TSB Group (C): The HBOS Acquisition

                  By  Laurence Capron,  Fares Boulos,  Mark Hunter
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                  After the transformation of Lloyds Bank from an unfocused and underperforming group to a focused highly-performing bank under Brian Pitman (1983-1996), the incoming CEO takes on the challenge of redefining the bank’s strategy and operations, facing difficult choices regarding the firm’s scope and internationalization.

                    Published 30 Jan 2012

                    Reference 5713

                    Topic Strategy

                    Industry Financial Services

                    Region Europe

                    View case

                    Lloyds TSB Group (C): The HBOS Acquisition

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                    After the transformation of Lloyds Bank from an unfocused and underperforming group to a focused highly-performing bank under Brian Pitman (1983-1996), the incoming CEO takes on the challenge of redefining the bank’s strategy and operations, facing difficult choices regarding the firm’s scope and internationalization.
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                      BP PLC (A): Going “Beyond Petroleum”?

                      By  Mark Hunter,  Luk Van Wassenhove,  Maria Besiou
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                      The announcement that BP PLC, the world's third-largest oil firm, was going "beyond petroleum" generated scepticism from news media, indifference from investors, and outraged opposition from environmentalists in 2000. When BP's Alaska employees raised safety and environmental concerns in 2002, stakeholder groups, news media and regulators were drawn into the conflict.

                        Published 31 Oct 2011

                        Reference 5750

                        Topic Responsibility

                        Industry Renewables & Environment

                        Region Global

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                        BP PLC (A): Going “Beyond Petroleum”?

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                        The announcement that BP PLC, the world's third-largest oil firm, was going "beyond petroleum" generated scepticism from news media, indifference from investors, and outraged opposition from environmentalists in 2000. When BP's Alaska employees raised safety and environmental concerns in 2002, stakeholder groups, news media and regulators were drawn into the conflict.
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                          BP PLC (B): The Long Tail of “Beyond Petroleum”

                          By  Mark Hunter,  Luk Van Wassenhove,  Maria Besiou
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                          The announcement that BP PLC, the world's third-largest oil firm, was going "beyond petroleum" generated scepticism from news media, indifference from investors, and outraged opposition from environmentalists in 2000. When BP's Alaska employees raised safety and environmental concerns in 2002, stakeholder groups, news media and regulators were drawn into the conflict.

                            Published 31 Oct 2011

                            Reference 5750

                            Topic Responsibility

                            Industry Renewables & Environment

                            Region Global

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                            BP PLC (B): The Long Tail of “Beyond Petroleum”

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                            The announcement that BP PLC, the world's third-largest oil firm, was going "beyond petroleum" generated scepticism from news media, indifference from investors, and outraged opposition from environmentalists in 2000. When BP's Alaska employees raised safety and environmental concerns in 2002, stakeholder groups, news media and regulators were drawn into the conflict.
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                              Société Générale: The Rogue Trader

                              By  Mark Hunter,  N. Craig Smith
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                              In January 2008, Société Générale, revealed that trader Jerome Kerviel had exposed the bank to 50 billion euros in apparently unhedged and unauthorized trades, resulting in 4.9 billion euros of losses when his positions were unwound.

                                Published 25 Jan 2011

                                Reference 5613

                                Topic Responsibility

                                Industry Banking

                                Region Europe

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                                Société Générale: The Rogue Trader

                                Add to cart popular award
                                In January 2008, Société Générale, revealed that trader Jerome Kerviel had exposed the bank to 50 billion euros in apparently unhedged and unauthorized trades, resulting in 4.9 billion euros of losses when his positions were unwound.
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                                  Vivienne Cox at BP Alternative Energy (Spanish)

                                  By  Herminia Ibarra,  Mark Hunter
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                                  A team led by Vivienne Cox, Executive Vice President for Gas, Power, and Renewables, identifies and launches a new business, BP Alternative Energy. Investing on this scale in a “green” power business was a radical departure for BP.It illustrates how Cox guided the emergence of a vision for AE, got key stakeholders on board and set in place conditions for a highly motivated team.

                                    Published 14 Jan 2010

                                    Reference 5473

                                    Topic Leadership & Organisations

                                    Region Europe

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                                    Vivienne Cox at BP Alternative Energy (Spanish)

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                                    A team led by Vivienne Cox, Executive Vice President for Gas, Power, and Renewables, identifies and launches a new business, BP Alternative Energy. Investing on this scale in a “green” power business was a radical departure for BP.It illustrates how Cox guided the emergence of a vision for AE, got key stakeholders on board and set in place conditions for a highly motivated team.
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                                      Hayleys PLC (A): Focusing on Corporate Responsibility

                                      By  Mark Hunter,  Luk Van Wassenhove
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                                      In 2004, Hayleys PLC, a leading Sri Lanka multinational with operations in diverse sectors, decided to unite all its separate environmental and social initiatives into a single corporate responsibility effort. The programme build on strong corporate values and in certain sectors was immediately successful, enabling the firm to strengthen relationships with key stakeholders (unions and customers).

                                        Published 30 Jun 2009

                                        Reference 5601

                                        Topic Responsibility

                                        Industry International Trade and Development

                                        Region Asia

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                                        Hayleys PLC (A): Focusing on Corporate Responsibility

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                                        In 2004, Hayleys PLC, a leading Sri Lanka multinational with operations in diverse sectors, decided to unite all its separate environmental and social initiatives into a single corporate responsibility effort. The programme build on strong corporate values and in certain sectors was immediately successful, enabling the firm to strengthen relationships with key stakeholders (unions and customers).
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