Cases

1)Harvard Case: "Eurozone Rate Cuts in 2008: Oui or Nein?"; Peter Rodriguez, August 2009 disponível em

description



This case describes the trade-offs inherent in monetary policy for open economies in a highly globalized world. The focus is on the economic, financial, and political pressures facing policy-makers at the European Central Bank as they weigh the pros and cons of their next interest rate decision. Specific attention is given to the challenge of setting monetary policy in the EU when two of its largest economies, Germany and France, are facing somewhat opposite economic circumstances.


learning objective:

The economic effects of monetary policy decisions on exchange rates, inflation, capital flows, trade competitiveness, and output.

subjects covered:

European Union; Exchange rates; Monetary policy


2) Harvard Case: "Corruption in Germany";Rawi Abdelal, Rafael Di Tella e Jonathan Schlefer, July 2008 disponível em

description


Why do managers become corrupt? Does corruption ever pay? When do friendly relations cross into bribery? How can CEOs manage and prevent outbreaks of corruption? These and other questions are raised by three short case studies of corruption in Germany: at the global engineering firm Siemens, the automaker VW, and the chemical giant BASF. While German law not only permitted overseas bribery but even made it tax deductible until 1999, it was not welcomed in some nations where Siemens did business such as the United States--or in Germany after 2000--but old practices continued. Cooperative management-labor relations, often seen as key to the post-World War II German industrial powerhouse, went sour at VW, as a top manager secured key concessions by paying for union leaders' lavish foreign travel and visits to prostitutes. After vitamin prices sagged in the late 1980s, BASF and the Swiss chemical firm Hoffmann-La Roche plotted a global cartel that lasted a decade and raised the prices of many vitamins 50 percent or more. In the end, even after record criminal fines and jail time for some executives, some observers argued, such practices were likely to recur.

learning objective:

To discuss the causes of and possible solutions to corrupt business practices.

subjects covered:

Business ethics; Conflicts of interest; Corruption; Crisis management; Cross cultural relations; Engineering; Global business; International business; Managers

setting:


  • Geographic: Germany
  • Industry: Automobiles
  • Industry: Chemicals
  • Company Employee Count: 3 large firms
  • Event Year Begin: 1990
  • Event Year End: 2008
3)  Harvard Case: "The Deutsche Bank (A)"; David A. Moss, Jan 2008 disponível em http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=46519&R=708044-PDF-ENG&conversationId=1289640 por USD 6,95 ou R$ 11,20.

description


Founded in 1870 to help finance surging German exports and imports, the Deutsche Bank soon moved into domestic banking. In fact, its founders aimed to create both a commercial bank and an investment bank under one roof--that is, a "universal bank." By the end of the nineteenth century, the Deutsche Bank was not only the largest bank in Germany, but also a strategic actor in the broader European market and, indeed, in the world economy. Over the first half of the twentieth century, however, the bank faced a series of national crises: defeat in WWI (1914-1918), revolution in 1919, hyperinflation in 1923, economic depression in the early 1930s, the rise of Hitler in 1933, another world war in 1939, and then total defeat in 1945. At the end of WWII, the Soviets closed the Berlin headquarters of the Deutsche Bank as part of their denazification effort. Meanwhile, the United States, Britain, and France, occupying the western portion of Germany, attempted to implement a policy of economic decentralization, and broke what remained of the bank into small pieces. By 1950, facing a proposal from leading German bankers to allow the big banks to begin reconstituting themselves, the Allied powers and the new German legislature had to decide whether to accept this proposal or reject it.

learning objective:

To explore the early history of the Deutsche Bank (1870-1950) and the emergence of universal banking.

setting:


  • Geographic: Germany
4) Harvard Case "Who Broke the Bank of England?"; Niall Fergunson, Jonathan Schleffer, Sep 2008 disponível em

description


In the summer of 1992, hedge fund manager George Soros was contemplating the possibility that the European Exchange Rate Mechanism (ERM) would break down. Designed to pave the way for a full-scale European Monetary Union, the ERM was a system of fixed exchange rates linking together twelve members of the European Union, including Britain, France, Germany, and Italy. However, the impact of German reunification after 1989 had created significant strains within the system. Moreover, financial deregulation and the growth of cross-border flows of "hot" money increased the likelihood that a speculative attack on one or more ERM currencies might succeed. Soros had to decide which currencies to bet against. The Italian lira? The British pound? The French franc? Or all three? The result could determine the success or failure of the project for a single European currency.

learning objective:

The aim is to familiarize students with the costs and benefits of pegged exchange rates.

setting:


  • Geographic: New York
  • Industry: Hedge funds
  • Company Revenue: - $1 billion
  • Event Year Begin: 1992
5) Harvard Case " The Euro in Crisis: Decision Time at The European Central Bank"; Gunnar Trumbull, Dante Roscini, Diane Choi; Mar 2011 disponível em

description

To maximize their effectiveness, color cases should be printed in color.
This case traces the origins and evolution of the European Central Bank, with attention to its 2010 decision concerning the purchase of Greek sovereign debt.

learning objective:

The case is intended to teach about monetary policy; central banks; and European Union institutions.

subjects covered:

Crisis management; Financial management; Microeconomics; Monetary policy

setting:


  • Geographic: Europe
  • Event Year Begin: 1990
  • Event Year End: 2010
6)  Harvard Case " European Integration: Meeting the Competitiveness Challenge"; Michael E. Porter, Christian H.M. Ketels; April 2009 disponível em
http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=46523&R=708421-PDF-ENG&conversationId=1290085 por USD 6,95 ou R$ 11,20

description


The case discusses the origins and development of the European Integration process up to 2004, focusing in particular on the Lisbon Agenda for upgrading Europe's competitiveness. It discusses the different policy areas that have been approached at the European level over time, and provides background on the architecture of European institutions. The case enables students to understand how European integration has affected competitiveness across the continent's regions. It provides a platform to discuss why the Lisbon Agenda has up to 2004 failed to achieve its goals and what European integration experience can serve as a model for other world regions.

learning objective:

Discuss the role of cross-national regions as a policy arena for upgrading competitiveness.

subjects covered:

Economic development; Government; International relations; National competitiveness

setting:


  • Event Year Begin: 1945
  • Event Year End: 2004
7) Harvard Case " Natura: Exporting Brazilian Beauty"; Bruce McKern, Leonardo Yamamoto, Daniela Bouissou, David W. Hoyt; Jan 2010 disponível em
http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=2345169&R=IB92-PDF-ENG&conversationId=1290316 por USD 6,95 ou R$ 11,20

description


This case describes the development and international expansion of Natura, a Brazilian cosmetics company. The company was founded in 1969, and developed products using environmentally sustainable practices, and that were distributed using a direct sales model. The company was highly successful in the Brazil, despite the challenging Brazilian economy. Natura had successfully entered the Mexican and French markets. In 2008, it considered entering the U.S. market. The case describes the company's growth, its principles of environmental and social responsibility, its culture and organization, and its international expansion to 2008. It describes the U.S. market, and the challenges and opportunities that Natura would face if it tried to expand into the U.S.

learning objective:

This case can be used to discuss ways that local factors can be used to create a company well suited to prosper in the local culture. When entering a foreign market, these unique attributes can distinguish the company from its competition, but must be made relevant to the market being entered. The case allows students to learn about Natura's experience in Mexico and France, and evaluate ways in which it may successfully compete in the U.S. market.

subjects covered:

Brands; Distribution; International marketing; International operations; Social responsibility

setting:


  • Geographic: Brazil
  • Geographic: France
  • Geographic: Mexico
  • Geographic: United States
  • Industry: Cosmetics
8)Harvard Case " Global Wine War: New World versus Old"; Christopher A. Barlett; Aug 2009 disponível em
 description

The case contrasts the tradition-bound Old World wine industry with the market-oriented New World producers, the battle for the US market, the most desirable export target in 2009 due to its large, fast-growing, high priced market segments. The case allows analysis of the way in which newcomers can change the rules of competitive engagement in a global industry. It also poses the question of how incumbents can respond, especially when constrained by regulation, tradition, and different capabilities than those demanded by changing consumer tastes and market structures.

learning objective:

To explore global industry analysis and competitive dynamics.

subjects covered:

Competition; Competitive advantage; Exports; Industry analysis; International business; International marketing

setting:


  • Geographic: Australia
  • Geographic: France
  • Geographic: United States
  • Industry: Agribusiness
  • Industry: Regulation
  • Event Year Begin: 2009
8)Harvard Case " How China Reset Its Global Acquisition Agenda"; Peter J. Williamson, Anand P. Raman; Aug 2009 disponível em
http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=2676281&R=R1104K-PDF-ENG&conversationId=1290605  por USD 6,95 ou R$ 11,20

description


China's economic progress has been so dazzling that people often forget that China, Inc. has seen its share of failures too. Just look at the first cross-border acquisitions that Chinese companies made. Many of those high-profile deals--including TCL's acquisition of France's Thomson, SAIC's takeover of South Korea's Ssangyong Motor Company, and the D'Long Group's purchase of America's Murray, Inc.--ended badly. But for the Chinese, failure is not about falling down; it's about refusing to get up. They quietly changed course, altering the kinds of targets they pursued and their rationale for M&A. Chinese acquirers have learned to steer clear of deals that involve costly turnarounds or tricky integration. Instead of buying brands, sales networks, and goodwill, they now look for hard assets, like mineral deposits and oil reserves, or state-of-the-art technology and R&D. And where they once tried to buy market share abroad, today they focus on acquisitions that will help them strengthen their share in China. Most telling of all, they're more willing to walk away--perhaps one of the surest signs of M&A sophistication.

subjects covered:

Due diligence; Global business; Growth strategy; Market share; Mergers & acquisitions

setting:


  • Geographic: China
9) Harvard Case " Preserve the Luxury or extend the brand"; Daniela Beyersdorfer, Vincent Dessain ; Jan 2011 disponível em
http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=2599197&R=R1101X-PDF-ENG&conversationId=1290605  por USD 6,95 ou R$ 11,20

description

For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is reprint R1101Z. The complete case study and commentary is reprint R1101R.
Many luxury brands are able to command high prices because of their excellent quality, solid reputation, and limited availability. But it can be tricky both to maintain that cachet and continue to grow if the next generation of consumers is completely priced out of your market. Fictional winemaker Chateau de Vallois, a traditional estate with centuries of experience in producing luxury wines, faces that dilemma and is now considering whether to launch an affordable brand. A new wine of good quality at a lower price could attract younger fine-wine drinkers who might then upgrade to more expensive wines later on. On the other hand, the estate must be careful to preserve its exclusive image and avoid damaging the perceived value of its existing high-end wines. Should Chateau de Vallois stick with what it does best or branch out and begin producing a new brand? The authors of this fictional case study are Daniela Beyersdorfer, who is a research associate at Harvard Business School's Europe Research center, and Vincent Dessain, the center's executive director. Commentary is offered by Corinne Mentzelopoulos, the owner and CEO of Chateau Margaux, a first-growth estate in the Bordeaux region of France; Philippe Sereys de Rothschild, the vice chairman of Baron Philippe de Rothschild, a family firm that manages both first-growth and branded wines; and HBR's readers.

subjects covered:

Brand equity; Brand management; Growth strategy; Product differentiation

setting:


  • Industry: Wine industry
Assinar: Postagens (Atom)