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10 case(s) found.
The case describes how the Italian multinational Enel Group, one of the largest power utilities companies in the world, embraced the transformation of the energy sector, combining open innovation with sustainability – or what the company calls “Innovability”).
Reference 6510
Published 17 Mar 2023
Length 41 page(s)
Topic Responsibility
Region Global
Industry Utilities, Oil & Energy, Renewables & Environment
The case describes how the Italian multinational Enel Group, one of the largest power utilities companies in the world, embraced the transformation of the energy sector, combining open innovation with sustainability – or what the company calls “Innovability”).
Air Liquide, a leader in centric industrial and healthcare gases, seeks to develop ‘customer intimacy’ through digital technologies following its acquisition of US company Airgas. VP Olivier Blachier is tasked to articulate for the board a vision of customer centricity and a digital strategy.
Reference 6446
Published 25 Mar 2019
Length 16 page(s)
Topic Marketing
Region Global
Industry Oil & Energy
Air Liquide, a leader in centric industrial and healthcare gases, seeks to develop ‘customer intimacy’ through digital technologies following its acquisition of US company Airgas. VP Olivier Blachier is tasked to articulate for the board a vision of customer centricity and a digital strategy.
This exercise uses monthly data for the US from 1978-2013 to estimate a demand function for gasoline in the US. The demand function is used to calculate the price and income elasticity of demand. Subsequently, it shows how to estimate elasticities in the short and the long run.
Reference 6159
Published 21 Aug 2015
Length 5 page(s)
Topic Economics & Finance
Region Global
Industry Oil & Energy, Renewables & Environment
This exercise uses monthly data for the US from 1978-2013 to estimate a demand function for gasoline in the US. The demand function is used to calculate the price and income elasticity of demand. Subsequently, it shows how to estimate elasticities in the short and the long run.
The case examines the impact of variability in demand and the supply chain on the operations of an oil refinery. The impact of external financial metrics by other stakeholders in the refinery is discussed, and policy measures for the improvement of the operations of the oil refinery are proposed.
Reference 5813
Published 27 Feb 2012
Length 17 page(s)
Topic Operations
Region Global
Industry Oil & Energy
The case examines the impact of variability in demand and the supply chain on the operations of an oil refinery. The impact of external financial metrics by other stakeholders in the refinery is discussed, and policy measures for the improvement of the operations of the oil refinery are proposed.
By the summer of 2005, the US and China were crossing swords on a plethora of issues including intellectual property rights, yuan valuation, underwear imports, and nuclear concerns. The friction stemmed from China's rapid rise as a political, military and economic power as well as from US domestic concerns over loss of jobs and the nuclear threats posed by North Korea and Iran.
Reference 5368
Published 05 Jan 2006
Length 23 page(s)
Topic Economics & Finance
Region Global
Industry Oil & Energy
By the summer of 2005, the US and China were crossing swords on a plethora of issues including intellectual property rights, yuan valuation, underwear imports, and nuclear concerns. The friction stemmed from China's rapid rise as a political, military and economic power as well as from US domestic concerns over loss of jobs and the nuclear threats posed by North Korea and Iran.
Case A: Presents three strategic options considered by a fictitious international oil and gas corporation to address the issue of climate change: fight against action, wait and see, and dynamic proactive.
Reference 4957
Published 01 Aug 2001
Length 19 page(s)
Topic Strategy
Region Global
Industry Oil & Energy
Case A: Presents three strategic options considered by a fictitious international oil and gas corporation to address the issue of climate change: fight against action, wait and see, and dynamic proactive.
Case B: Presents the climate change strategies of three multinational corporations Exxon Mobil, BP Amoco, and Total-Fina-Elf.
Reference 4957
Published 08 Jan 2001
Length 19 page(s)
Topic Strategy
Region Global
Industry Oil & Energy
Case B: Presents the climate change strategies of three multinational corporations Exxon Mobil, BP Amoco, and Total-Fina-Elf.
Case A presents three strategic options considered by a fictitious international oil and gas corporation to address the issue of climate change: "fight against action", "wait and see", and "dynamic proactive".
Case B presents the climate change strategies of three multinational corporations – ExxonMobil, BP Amoco, and TotalFinaElf.
Reference 4957
Published 03 Jan 2004
Length 19 page(s)
Topic Strategy
Region Global
Industry Oil & Energy
Case A presents three strategic options considered by a fictitious international oil and gas corporation to address the issue of climate change: "fight against action", "wait and see", and "dynamic proactive".
Case B presents the climate change strategies of three multinational corporations – ExxonMobil, BP Amoco, and TotalFinaElf.
Chemical Corp. of America (Chemco), a US-based petrochemical corporation, has been building up its Asia-Pacific presence since 1994, culminating in the establishment of a regional headquarters in Singapore.
Reference 4793
Published 01 Jan 1999
Length 3 page(s)
Topic Strategy
Region Global
Industry Chemicals, Oil & Energy
Chemical Corp. of America (Chemco), a US-based petrochemical corporation, has been building up its Asia-Pacific presence since 1994, culminating in the establishment of a regional headquarters in Singapore.
The case looks at the difference in Robert Hortons and David Simons leadership styles in the context of the upheaval of the oil industry in the past 25 years, and the roles the two leaders played in the transformation process at BP. It examines the reasons why, although the two mens goals were nearly identical, their individual style determined failure for one, and success for the other.
Reference 4692
Published 30 Apr 1997
Length 13 page(s)
Region Global
Industry Oil & Energy
The case looks at the difference in Robert Hortons and David Simons leadership styles in the context of the upheaval of the oil industry in the past 25 years, and the roles the two leaders played in the transformation process at BP. It examines the reasons why, although the two mens goals were nearly identical, their individual style determined failure for one, and success for the other.