12 cases found.
The case provides a strategic overview of one of the UK’s fastest-growing household goods companies, Dyson Ltd. Starting out in the early 1990s as sole vendor of bagless vacuum cleaners in the UK market, Dyson would ultimately become the market leader before its competitors finally woke up.
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Reference 6455
Published 13 Feb 2019
Topic Strategy
Region Global
Industry Consumer Goods, Mechanical or Industrial Engineering
The case provides a strategic overview of one of the UK’s fastest-growing household goods companies, Dyson Ltd. Starting out in the early 1990s as sole vendor of bagless vacuum cleaners in the UK market, Dyson would ultimately become the market leader before its competitors finally woke up.
After the collapse of world oil prices during the late 1990s, Cheniere began shifting its business focus away from upstream exploration and toward LNG regasification to take advantage of a projected decline in domestic natural gas production and the natural gas supply deficit that was expected in the US over the next decade.
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Reference 6230
Published 24 Jul 2017
Topic Economics & Finance
Region North America
Industry Industrial Automation, Mechanical or Industrial Engineering
After the collapse of world oil prices during the late 1990s, Cheniere began shifting its business focus away from upstream exploration and toward LNG regasification to take advantage of a projected decline in domestic natural gas production and the natural gas supply deficit that was expected in the US over the next decade.
Case A offers an overview and Case B explores specific aspects of a major Indian construction firm which seeks to use corporate social responsibility as a strategic tool in its quest for rapid growth at home and abroad.
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Reference 5998
Published 24 Mar 2014
Topic Responsibility
Region Asia
Case A offers an overview and Case B explores specific aspects of a major Indian construction firm which seeks to use corporate social responsibility as a strategic tool in its quest for rapid growth at home and abroad.
Case A offers an overview and Case B explores specific aspects of a major Indian construction firm which seeks to use corporate social responsibility as a strategic tool in its quest for rapid growth at home and abroad.
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Reference 5998
Published 24 Mar 2014
Topic Responsibility
Region Asia
Case A offers an overview and Case B explores specific aspects of a major Indian construction firm which seeks to use corporate social responsibility as a strategic tool in its quest for rapid growth at home and abroad.
In 2007, Shai Agassi raised $200 million to launch Better Place. By deploying a network of charge spots, switch stations and systems that optimised the use of electric vehicles (EV), the company had the potential to become a major player in the transport industry.
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Reference 5630
Published 30 Sep 2009
Topic Entrepreneurship
Region Global
In 2007, Shai Agassi raised $200 million to launch Better Place. By deploying a network of charge spots, switch stations and systems that optimised the use of electric vehicles (EV), the company had the potential to become a major player in the transport industry.
In 1995, at a turning point in the history of the bearings industry, the Timken Company acquires a high-volume bearings plant in Poland. Minor differences from Timken's traditional technology and products assume major importance as the acquisition is integrated, leading to fundamental shifts in the company's value proposition and organization.
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Reference 5139
Published 01 Jan 2003
Topic Strategy
Region Global
Industry Mechanical or Industrial Engineering
In 1995, at a turning point in the history of the bearings industry, the Timken Company acquires a high-volume bearings plant in Poland. Minor differences from Timken's traditional technology and products assume major importance as the acquisition is integrated, leading to fundamental shifts in the company's value proposition and organization.
In 1995, at a turning point in the history of the bearings industry, the Timken Company acquires a high-volume bearings plant in Poland. Minor differences from Timken's traditional technology and products assume major importance as the acquisition is integrated, leading to fundamental shifts in the company's value proposition and organization.
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Reference 5139
Published 01 Jan 2003
Topic Strategy
Region Global
Industry Mechanical or Industrial Engineering
In 1995, at a turning point in the history of the bearings industry, the Timken Company acquires a high-volume bearings plant in Poland. Minor differences from Timken's traditional technology and products assume major importance as the acquisition is integrated, leading to fundamental shifts in the company's value proposition and organization.
In 1995, at a turning point in the history of the bearings industry, the Timken Company acquires a high-volume bearings plant in Poland. Minor differences from Timken's traditional technology and products assume major importance as the acquisition is integrated, leading to fundamental shifts in the company's value proposition and organization.
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Reference 5139
Published 01 Jan 2003
Topic Strategy
Region Global
Industry Mechanical or Industrial Engineering
In 1995, at a turning point in the history of the bearings industry, the Timken Company acquires a high-volume bearings plant in Poland. Minor differences from Timken's traditional technology and products assume major importance as the acquisition is integrated, leading to fundamental shifts in the company's value proposition and organization.
Gold Seal Engineering Products Pvt. Ltd is an Indian, 44-year old second generation family firm, manufacturer of rubber and polymer extruded and moulded seals for the automobile industry. For more than three decades, the company grows undisturbed in a protected environment with limited foreign competition.
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Reference 5035
Published 06 Dec 2002
Topic Operations
Region Asia
Gold Seal Engineering Products Pvt. Ltd is an Indian, 44-year old second generation family firm, manufacturer of rubber and polymer extruded and moulded seals for the automobile industry. For more than three decades, the company grows undisturbed in a protected environment with limited foreign competition.
This case looks at a situation in which a German managing director, newly assigned to his organisation's Mexican subsidiary, confronts a dilemma in which cross-cultural understanding plays an important part. The German's preparation and training for the move are touched on, as are the stereotypes of German business practices vs. Mexican business practices.
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Reference 4325
Published 01 Jan 1994
Topic Entrepreneurship
Region South America
Industry Printing, Mechanical or Industrial Engineering
This case looks at a situation in which a German managing director, newly assigned to his organisation's Mexican subsidiary, confronts a dilemma in which cross-cultural understanding plays an important part. The German's preparation and training for the move are touched on, as are the stereotypes of German business practices vs. Mexican business practices.
This case looks at a situation in which a German managing director, newly assigned to his organisation's Mexican subsidiary, confronts a dilemma in which cross-cultural understanding plays an important part. The German's preparation and training for the move are touched on, as are the stereotypes of German business practices vs. Mexican business practices.
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Reference 4325
Published 01 Jan 1994
Topic Entrepreneurship
Region South America
Industry Printing, Mechanical or Industrial Engineering
This case looks at a situation in which a German managing director, newly assigned to his organisation's Mexican subsidiary, confronts a dilemma in which cross-cultural understanding plays an important part. The German's preparation and training for the move are touched on, as are the stereotypes of German business practices vs. Mexican business practices.
This case looks at a situation in which a German managing director, newly assigned to his organisation's Mexican subsidiary, confronts a dilemma in which cross-cultural understanding plays an important part. The German's preparation and training for the move are touched on, as are the stereotypes of German business practices vs. Mexican business practices.
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Reference 4325
Published 01 Jan 1994
Topic Entrepreneurship
Region South America
Industry Printing, Mechanical or Industrial Engineering
This case looks at a situation in which a German managing director, newly assigned to his organisation's Mexican subsidiary, confronts a dilemma in which cross-cultural understanding plays an important part. The German's preparation and training for the move are touched on, as are the stereotypes of German business practices vs. Mexican business practices.