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14 cases found.

Fibbie Cornuda: Operations and Supply Chain Management

By  Andre Calmon,  Noah Askin,  Brian Henry
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Fibbie Cornuda is an Italian company that uses metal cold-forming technology to manufacture ski boot buckles and components for carmakers. Managing production of automotive components at Fibbie Cornuda is easy: demand is predictable and there are few SKU varieties. Conversely, for ski boot buckles it manages a catalogue of thousands of SKUs that changes every year, with widely varying demand.

    Published 18 Feb 2019

    Reference 6411

    Topic Operations

    Region Europe

    Industry Automotive,  Mining & Metals

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    Fibbie Cornuda: Operations and Supply Chain Management

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    Fibbie Cornuda is an Italian company that uses metal cold-forming technology to manufacture ski boot buckles and components for carmakers. Managing production of automotive components at Fibbie Cornuda is easy: demand is predictable and there are few SKU varieties. Conversely, for ski boot buckles it manages a catalogue of thousands of SKUs that changes every year, with widely varying demand.
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      Fibbie Cornuda: Manufacturing a Fit

      By  Noah Askin,  Andre Calmon,  Brian Henry
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      The case explores leadership and professionalization issues at Fibbie Cornuda, an Italian manufacturer of ski boot buckles and automotive parts that utilize metal cold-forming technology. The founder’s daughter has worked in the finance department, but left to do an MBA.

        Published 18 Feb 2019

        Reference 6410

        Topic Leadership & Organisations

        Region Europe

        Industry Automotive,  Mining & Metals

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        Fibbie Cornuda: Manufacturing a Fit

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        The case explores leadership and professionalization issues at Fibbie Cornuda, an Italian manufacturer of ski boot buckles and automotive parts that utilize metal cold-forming technology. The founder’s daughter has worked in the finance department, but left to do an MBA.
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          The Privatization of Aluminium Bahrain

          By  Ingo Walter,  Ilya Bozhenkov
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          Privatization of state-owned enterprises represents a significant realm of business for investment banks around the world. It also involvew balancing a number of sometimes conflicting objectives among buyers and sellers and a host of risks for both sides as well as the financial firm itself.

            Published 24 Jun 2016

            Reference 6059

            Topic Economics & Finance

            Region Middle-East

            Industry Mining & Metals

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            The Privatization of Aluminium Bahrain

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            Privatization of state-owned enterprises represents a significant realm of business for investment banks around the world. It also involvew balancing a number of sometimes conflicting objectives among buyers and sellers and a host of risks for both sides as well as the financial firm itself.
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              East Meets West: Rothschild’s Investment in Indonesia’s Bakrie Group

              By  Morten Bennedsen,  Emir Hrnjic,  Yupana Wiwattanakantang
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              This case describes the challenges encountered by Nathaniel Rothschild after making a US$3 billion investment in 2010 in a family-owned business group in Asia. Scion of the Rothschild banking dynasty and private equity fund manager, Rothschild and his business associates created a LSE-listed shell company, Bumi PLC, which acquired PT Bumi Resources and Berau Coal.

                Published 20 Dec 2013

                Reference 6030

                Topic Economics & Finance

                Region Asia

                Industry Mining & Metals

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                East Meets West: Rothschild’s Investment in Indonesia’s Bakrie Group

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                This case describes the challenges encountered by Nathaniel Rothschild after making a US$3 billion investment in 2010 in a family-owned business group in Asia. Scion of the Rothschild banking dynasty and private equity fund manager, Rothschild and his business associates created a LSE-listed shell company, Bumi PLC, which acquired PT Bumi Resources and Berau Coal.
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                  Glencore, Xstrata and the Restructuring of the Global Copper Mining Industry in 2012

                  By  Karel Cool,  Olivier Daviron,  Joao Almeida d'Eça,  Joao Mendes,  Edoardo Vallardi,  Matthias Wefelnberg
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                  In 2012, Glencore, one of the world’s largest commodity traders, proposed to take over the mining company Xstrata. Stocks of both companies surged by more than 10% following the deal's announcement, lauded by analysts as unprecedented: “Glencore provides the marketing and Xstrata the operational base.

                    Published 27 May 2013

                    Reference 5916

                    Topic Strategy

                    Region Global

                    Industry Mining & Metals

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                    Glencore, Xstrata and the Restructuring of the Global Copper Mining Industry in 2012

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                    In 2012, Glencore, one of the world’s largest commodity traders, proposed to take over the mining company Xstrata. Stocks of both companies surged by more than 10% following the deal's announcement, lauded by analysts as unprecedented: “Glencore provides the marketing and Xstrata the operational base.
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                      Globalization of Komatsu: Digging Out of Trouble

                      By  Stewart Black,  Nadine Khayat
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                      The economic 2008 recession hit Komatsu especially hard. The Japanese second largest manufacturer of construction and mining equipment experienced its share price plummet by two thirds since the downturn. The drop was not the first and signalled to deeper underlying issues that could be traced back to the company’s history from domestic player; exporter, international player, to global player.

                        Published 27 Aug 2010

                        Reference 5721

                        Topic Strategy

                        Region Global

                        Industry Machinery,  Mining & Metals

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                        Globalization of Komatsu: Digging Out of Trouble

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                        The economic 2008 recession hit Komatsu especially hard. The Japanese second largest manufacturer of construction and mining equipment experienced its share price plummet by two thirds since the downturn. The drop was not the first and signalled to deeper underlying issues that could be traced back to the company’s history from domestic player; exporter, international player, to global player.
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                          Arcelor: Undervaluation - Threat or Opportunity?

                          By  Theo Vermaelen,  David Andrade
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                          Arcelor believes its shares are undervalued and has to decide whether to buy back stock via a repurchase tender offer or via an open market repurchase. Before doing so, it has to value the company to get an estimate of the fair value of the company. It has also to decide whether it can afford the buyback: is the increase in leverage a move to a better capital structure?

                            Published 31 Jan 2009

                            Reference 5476

                            Topic Economics & Finance

                            Region Europe

                            Industry Financial Services,  Mining & Metals

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                            Arcelor: Undervaluation - Threat or Opportunity?

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                            Arcelor believes its shares are undervalued and has to decide whether to buy back stock via a repurchase tender offer or via an open market repurchase. Before doing so, it has to value the company to get an estimate of the fair value of the company. It has also to decide whether it can afford the buyback: is the increase in leverage a move to a better capital structure?
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                              Arcelor Mittal Takeover

                              By  Theo Vermaelen,  David Andrade
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                              The case describes the hostile bid of Mittal for Arcelor in the first half of 2006. It documents stock price behaviour around the crucial events surrounding the acquisition. It also provides estimates of synergy benefits as well as a spreadsheet that allows students to calculate directly the implications of synergies for shareholder value.

                                Published 30 Jan 2009

                                Reference 5471

                                Topic Economics & Finance

                                Region Europe

                                Industry Financial Services,  Mining & Metals

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                                Arcelor Mittal Takeover

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                                The case describes the hostile bid of Mittal for Arcelor in the first half of 2006. It documents stock price behaviour around the crucial events surrounding the acquisition. It also provides estimates of synergy benefits as well as a spreadsheet that allows students to calculate directly the implications of synergies for shareholder value.
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                                  The Steel War: Mittal vs. Arcelor

                                  By  Ingo Walter,  Anne-Marie Carrick
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                                  This case describes the hostile takeover bid by Mittal steel for Arcelor steel in what turned out to be one of the most acrimonious takeovers in European history. The battle began in January 2006 and lasted six months. From the outset, Arcelor's management resisted Mittal's deal using every possible defense involving politicians, bankers and public relations advisors, among others.

                                    Published 02 Jan 2007

                                    Reference 5424

                                    Topic Economics & Finance

                                    Region Europe

                                    Industry Mining & Metals

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                                    The Steel War: Mittal vs. Arcelor

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                                    This case describes the hostile takeover bid by Mittal steel for Arcelor steel in what turned out to be one of the most acrimonious takeovers in European history. The battle began in January 2006 and lasted six months. From the outset, Arcelor's management resisted Mittal's deal using every possible defense involving politicians, bankers and public relations advisors, among others.
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                                      The Takeover of Arcelor by Mittal Steel (A): Change in a Mature Global Industry

                                      By  Jonathan Story,  James Burnham,  Martin Flash
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                                      There are two cases. Both concern the six-month battle in 2006 to create the steel group, Arcelor Mittal, by far the largest steel company in the world, combining as it did the two largest companies.

                                        Published 03 Jan 2007

                                        Reference 5412

                                        Topic Strategy

                                        Region Europe

                                        Industry Mining & Metals

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                                        The Takeover of Arcelor by Mittal Steel (A): Change in a Mature Global Industry

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                                        There are two cases. Both concern the six-month battle in 2006 to create the steel group, Arcelor Mittal, by far the largest steel company in the world, combining as it did the two largest companies.
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                                          The Takeover of Arcelor by Mittal Steel (B): Change in a Mature Global Industry

                                          By  Jonathan Story,  James Burnham,  Martin Flash
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                                          There are two cases. Both concern the six-month battle in 2006 to create the steel group, Arcelor Mittal, by far the largest steel company in the world, combining as it did the two largest companies.

                                            Published 01 Mar 2007

                                            Reference 5412

                                            Topic Strategy

                                            Region Europe

                                            Industry Mining & Metals

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                                            The Takeover of Arcelor by Mittal Steel (B): Change in a Mature Global Industry

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                                            There are two cases. Both concern the six-month battle in 2006 to create the steel group, Arcelor Mittal, by far the largest steel company in the world, combining as it did the two largest companies.
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                                              The Wendel Family: "Affectio Societatis" (A) - The Story of a French Industrial Dynasty (1704-1976)

                                              By  Ludo Van der Heyden,  Christine Blondel
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                                              The Wendel and CGIP cases tell the story of a business family, the Wendel, over a period of nearly three centuries. The Wendel case (A) describes how the company, founded in 1704, developed over 270 years under the stewardship of the Wendel family, as a major player in the iron and steel industry. It also shows how it overcame a revolution, three wars, and several technical challenges.

                                                Published 01 Nov 1999

                                                Reference 4784

                                                Topic Strategy

                                                Region Europe

                                                Industry Mining & Metals

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                                                The Wendel Family: "Affectio Societatis" (A) - The Story of a French Industrial Dynasty (1704-1976)

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                                                The Wendel and CGIP cases tell the story of a business family, the Wendel, over a period of nearly three centuries. The Wendel case (A) describes how the company, founded in 1704, developed over 270 years under the stewardship of the Wendel family, as a major player in the iron and steel industry. It also shows how it overcame a revolution, three wars, and several technical challenges.
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