YOUR SEARCH :
Industry: Manufacturing
YOUR SEARCH PRODUCED 373 MATCHES. PAGE 4 of 38 Items 31-40 of 373
Verengo Solar Plus!
Authors: Sahlman, William A.; Lassiter, Joseph B.; Kind, Liz
Product Type: Cases
Source: Harvard Business School
Publication Year: 2011
Aided by favorable regulatory changes and a consumer financing partnership, Verengo's solar business took off and became the company's primary focus. Eager to expand to markets outside of Southern California, Verengo's owners knew that they had to carefully assess the firm's many opportunities and tightly manage its growth.
Zero, Brammo and the Electric Motorcycle Industry
Authors: Thornhill, Stewart; Zhu, Fei
Product Type: Cases
Source: Richard Ivey School of Business
Publication Year: 2011
How could the chief executive officer of Zero position its products so that Zero would be able to offer a unique value proposition and establish clear dominance in the electric motorcycle industry?
Hopwood Manufacturing: Seeking to Hire the Best and the Brightest, or Not (A, B, C)
Author: Ogden, Timothy
Product Type: Cases
Source: Richard Ivey School of Business
Publication Year: 2011
Robert Harvey, a business professor at a small university in Iowa, must decide what action to take in response to recruiters’ discriminatory statements...
Client Profile: CMC Rescue, Inc.
Author: Zollars, Ron
Product Type: Mini-Cases
Source: The Beyster Institute
Publication Year: 2011
CMC Rescue became 92 percent employee owned in 2011. Jim came to the realization that employee ownership could realistically be the only way to assure continuation of CMC with its current operations and employees...
Project Vishwamitra at T.P. Engineering Corporation
Authors: Ramnarayan, S.; K.N., Rekha; Gupta, Neha
Product Type: Cases
Source: Richard Ivey School of Business
Publication Year: 2011
The case describes the introduction of a human resources system named “Project Vishwamitra” (PV) in 2000 in a large, technocratic public sector organization, TP Engineering Corporation. After four to five years, PV ran into difficult waters. The company faced a choice regarding the form in which PV should continue.
ABB's Hydropower Sustainability Dilemma
Authors: Busch, Timo; Dessain, Vincent; McCarthy, Kathleen
Product Type: Cases
Source: Richard Ivey School of Business
Publication Year: 2011
Adam Roscoe, head of sustainability at ABB Group, had to evaluate the content and the business consequences of a letter written by the non-profit organization International Rivers. The letter discussed the alleged violations of sustainability criteria when building the Nam Theun 2 dam in Laos. Roscoe needed to assess what implications the letter had for ABB.
1366 Technologies: Scaling the Venture
Authors: Lassiter, Joseph B.; Nanda, Ramana; Kiron, David; Richardson, Evan
Product Type: Cases
Source: Harvard Business School
Publication Year: 2011
For some time, 1366's co-founders had faced a choice: 1366 could expand to produce silicon wafers itself, raising the required capital from "friendly" investors and building shipment volume slowly, or 1366 could accelerate its market entry dramatically by partnering with the Asian manufacturers that had begun to dominate the world-wide solar industry. While accelerated growth was attractive, the company believed that it would face considerable risks if it were to expose its intellectual property to the "wrong" partners.
Renewing GE: The Africa Project (A, B)
Authors: Thomas, David A.; Creary, Stephanie J.
Product Type: Cases
Source: Harvard Business School
Publication Year: 2011
This case profiles the evolution of General Electric's African American Form (AAF), an employee affinity group, and its efforts to increase the company's involvement in Africa. In 2004, Immelt pledged $20 million to fund "The Africa Project” to improve healthcare outcomes in Africa. In the wake of the economic recession Immelt wondered what would need to be done to make sure that the company’s investment would create value for its customers and shareholders in the years to come...
Daniel Kim's Dilemma (A, B)
Authors: George, Bill; Kindred, Natalie
Product Type: Cases
Source: Harvard Business School
Publication Year: 2011
Daniel Kim was considering "blowing the whistle" on his friend, the CEO of a fast-growing startup where Kim had spent most of his professional career. There was much at stake. Kim's disclosure would undoubtedly ruin his friendship with the CEO, endanger Kim's own role at the company, and even jeopardize the future of Cardio-Metric itself.
Acme Life Science Tools: To Sell or To Stay
Authors: Lee, Moses; Goldstein, Amy
Product Type: Cases
Source: Center for Entrepreneurship at the University of Michigan
Publication Year: 2011
This case highlights the pressures faced by entrepreneurs when they take outside funds and have a diverse set of stakeholders. It showcases a situation where the decision-maker must balance multiple interests while seeking a solution that is fair to all. It also challenges students to consider how funding and management decisions impact investors, employees, and founders.
YOUR SEARCH PRODUCED 373 MATCHES. PAGE 4 of 38 Items 31-40 of 373