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15 cases found.

Enel's Innovability: Global Open Innovation and Sustainability

By  L. Felipe Monteiro,  Jose Miguel Garcia
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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”).

    Published 12 Nov 2019

    Reference 6510

    Topic Responsibility

    Region Europe

    Industry Utilities,  Oil & Energy,  Renewables & Environment

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    Enel's Innovability: Global Open Innovation and Sustainability

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    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”).
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      Shaky Grounds in Indonesia

      By  Philipp Meyer-Doyle
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      The events in this case, which are fictional, provide a background for class discussion about problem-solving, critical thinking, stakeholder management and crisis management. The case puts students in the position of senior managers of an Indonesian geothermal energy company.

        Published 17 Dec 2019

        Reference 6491

        Topic Strategy

        Region Asia

        Industry Oil & Energy

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        Shaky Grounds in Indonesia

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        The events in this case, which are fictional, provide a background for class discussion about problem-solving, critical thinking, stakeholder management and crisis management. The case puts students in the position of senior managers of an Indonesian geothermal energy company.
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          Digitally-powered Customer-centricity in the Industrial Gas Sector: The Air Liquide-Airgas Merger

          By  David Dubois,  Jean-Michel Moslonka
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          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.

            Published 25 Mar 2019

            Reference 6446

            Topic Marketing

            Region Global

            Industry Oil & Energy

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            Digitally-powered Customer-centricity in the Industrial Gas Sector: The Air Liquide-Airgas Merger

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            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.
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              The Elasticity of Demand for Gasoline

              By  Pushan Dutt
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              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.

                Published 21 Aug 2015

                Reference 6159

                Topic Economics & Finance

                Region Global

                Industry Oil & Energy,  Renewables & Environment

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                The Elasticity of Demand for Gasoline

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                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.
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                  Board Process Simulation (A)

                  By  Stanislav Shekshnia
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                  The case offers a role-play simulation in which a team of up to 13 participants acts as a board of directors of a privately-owned national energy company. The board has to make decisions about 1) a foreign-country acquisition proposed by management, 2) a change in executive compensation.

                    Published 29 Apr 2013

                    Reference 5950

                    Topic Strategy

                    Region Europe

                    Industry Oil & Energy

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                    Board Process Simulation (A)

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                    The case offers a role-play simulation in which a team of up to 13 participants acts as a board of directors of a privately-owned national energy company. The board has to make decisions about 1) a foreign-country acquisition proposed by management, 2) a change in executive compensation.
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                      Board Process Simulation (B)

                      By  Stanislav Shekshnia
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                      The case offers a role-play simulation in which a team of up to 13 participants acts as a board of directors of a privately-owned national energy company. The board has to make decisions about 1) a foreign-country acquisition proposed by management, 2) a change in executive compensation.

                        Published 29 Apr 2013

                        Reference 5950

                        Topic Strategy

                        Region Europe

                        Industry Oil & Energy

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                        Board Process Simulation (B)

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                        The case offers a role-play simulation in which a team of up to 13 participants acts as a board of directors of a privately-owned national energy company. The board has to make decisions about 1) a foreign-country acquisition proposed by management, 2) a change in executive compensation.
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                          EBX (A): Eike Batista and the X Factor

                          By  L. Felipe Monteiro,  Natalia Montuori,  Rachel Pacheco,  Malu Gaspar
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                          Case A explores the career trajectory of Eike Batista, CEO and founder of EBX, a Brazilian conglomerate focused on mining, oil & gas, shipping and other industries, who is already looking to expand into new markets while his existing businesses are only just moving into an operational phase.

                            Published 25 Jan 2016

                            Reference 5930

                            Topic Strategy

                            Region South America

                            Industry Oil & Energy

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                            EBX (A): Eike Batista and the X Factor

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                            Case A explores the career trajectory of Eike Batista, CEO and founder of EBX, a Brazilian conglomerate focused on mining, oil & gas, shipping and other industries, who is already looking to expand into new markets while his existing businesses are only just moving into an operational phase.
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                              EBX Group (B): Autopsy of a Failure

                              By  L. Felipe Monteiro,  Malu Gaspar
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                              Case A explores the career trajectory of Eike Batista, CEO and founder of EBX, a Brazilian conglomerate focused on mining, oil & gas, shipping and other industries, who is already looking to expand into new markets while his existing businesses are only just moving into an operational phase.

                                Published 25 Jan 2016

                                Reference 5930

                                Topic Strategy

                                Region South America

                                Industry Oil & Energy

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                                EBX Group (B): Autopsy of a Failure

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                                Case A explores the career trajectory of Eike Batista, CEO and founder of EBX, a Brazilian conglomerate focused on mining, oil & gas, shipping and other industries, who is already looking to expand into new markets while his existing businesses are only just moving into an operational phase.
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                                  EBX: The Rise and Fall of a Billionaire - Eike Batista

                                  By  L. Felipe Monteiro,  Anne-Marie Carrick
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                                  This is a condensed version of the cases EBX Group (A): Eike Batista and the X-Factor/EBX Group (B): Autopsy of a failure. It describes the boom and bust of the EBX Group and its founder, Eike Batista.

                                    Published 25 Sep 2017

                                    Reference 5930

                                    Topic Strategy

                                    Region South America

                                    Industry Oil & Energy

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                                    EBX: The Rise and Fall of a Billionaire - Eike Batista

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                                    This is a condensed version of the cases EBX Group (A): Eike Batista and the X-Factor/EBX Group (B): Autopsy of a failure. It describes the boom and bust of the EBX Group and its founder, Eike Batista.
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                                      The Bullwhip Phenomenon in the Management of an Oil Refinery

                                      By  Shantanu Bhattacharya,  Sameer Hasija
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                                      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.

                                        Published 27 Feb 2012

                                        Reference 5813

                                        Topic Operations

                                        Region Global

                                        Industry Oil & Energy

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                                        The Bullwhip Phenomenon in the Management of an Oil Refinery

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                                        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.
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                                          China Aviation Oil (Singapore) Limited - Sliding Down a Slippery Slope: The US$550m Derivative Trading Loss of November 2004

                                          By  Pierre Hillion,  Aaron Yeo
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                                          A description of the events leading to the collapse of China Aviation Oil under US$550m of derivative trading losses and subsequent attempts to identify the causes and save the company from liquidation via a debt restructuring scheme of arrangement.

                                            Published 09 Jan 2005

                                            Reference 5292

                                            Topic Economics & Finance

                                            Region Asia

                                            Industry Oil & Energy

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                                            China Aviation Oil (Singapore) Limited - Sliding Down a Slippery Slope: The US$550m Derivative Trading Loss of November 2004

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                                            A description of the events leading to the collapse of China Aviation Oil under US$550m of derivative trading losses and subsequent attempts to identify the causes and save the company from liquidation via a debt restructuring scheme of arrangement.
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                                              Should Business Influence the Science and Politics of Global Environmental Change? (A): The Oil Industry and Climate Change

                                              By  Marc Le Menestrel,  Henri-Claude de Bettignies,  Sybille Van den Hove
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                                              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.

                                                Published 01 Aug 2001

                                                Reference 4957

                                                Topic Strategy

                                                Region Global

                                                Industry Oil & Energy

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                                                Should Business Influence the Science and Politics of Global Environmental Change? (A): The Oil Industry and Climate Change

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                                                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.
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