CABC Homepage
New Customer | Sign In
List of Popular Cases Newly Released Cases Faculty of Business and Economics Institutional Users Home Site Map
Advanced Search
 
Topic Index
Industry & Company Index
Most Popular Cases
Newly Released Cases
SME Cases Series
China Cases Series
India Cases Series
IT Industry Transformation Series
Cases in Chinese
Cases in Other Languages
Project SARS Rebound
5 cases found
 
Ref No. Title Author(s)
06/291C Microsoft's Diversification Strategy

Product Type: Case

Functional Area: Strategy & General Management
Pub. Year: 2006

In November 2005, Microsoft launched Xbox 360, its latest game console. It was an extraordinary event not because of the glamorous business executives and journalists hanging around in the event, the ...

Ali Farhoomand
Samuel Tsang
06/285C

Dell: Overcoming Roadblocks to Growth

Product Type: Case

Functional Area: Strategy & General Management
Pub. Year: 2006

In spring 2005, Dell, Inc., the world's largest personal computer maker, announced a new goal: to reach US$80 billion in annual sales by 2009. The goal was fairly ambitious for Dell, which at the time...

Ali Farhoomand
Mary Ho
06/278C

SAP's Platform Strategy in 2006

Product Type: Case

Functional Area: Strategy & General Management
Pub. Year: 2006

In face of globalisation, outsourcing, changing regulations and rapid technological innovations, companies in 2000s were increasingly challenged to devise and implement adaptable business models. This...

Ali Farhoomand
Samuel Tsang
05/257C IBM¡¦s ¡§On Demand Business¡¨ Strategy

Product Type: Case

Functional Area: Strategy & General Management
Pub. Year: 2005

In the late 1990s, IBM successfully moved up the value chain and became one of the largest business and information technology (IT) solution providers in the world. To achieve such transformation, the...

Ali Farhoomand
Samuel Tsang
05/253C

HP at a Strategic Crossroad: 2005

Product Type: Case

Functional Area: Human Resource Management, Strategy & General Management
Pub. Year: 2005

The case examines the paradox of bringing in a charismatic leader to spearhead organisational change in a company renowned for its strong legacy and culture. On one hand, in the face of a rapidly chan...

Ali Farhoomand
Kavita Sethi