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• Case | HBS Case Collection | 2013 (Revised from original 2012 version)

  Persephone's Pomegranate: Crédit Agricole and Emporiki

  Dante Roscini, Daniela Beyersdorfer and Jerome Lenhardt

  In 2006 the French bank Crédit Agricole bought the Greek Emporiki bank, for €2.8 billion, at the peak of a bull market for bank takeovers. Six years, a major financial crisis, and €5.2 billion of losses later, in a context of great uncertainty in the European banking sector, what decision should Crédit Agricole take regarding Emporiki? Through the example of this European cross-border acquisition the case looks at the Greek banking system before and during the unprecedented Greek sovereign debt crisis; the efforts of Greece and the main actors of the European financial system to prevent the embattled country from having to exit the Euro zone; and the potential scenarios for Greek banks in mid-2012.

  Keywords: Business and Government Relations; Currency; Development Economics; International Finance; International Relations; Banking Industry; Greece;

  Citation:

  Roscini, Dante, Daniela Beyersdorfer, and Jerome Lenhardt. "Persephone's Pomegranate: Crédit Agricole and Emporiki." Harvard Business School Case 713-055, May 2013. (Revised from original November 2012 version.)

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• Case | HBS Case Collection | 2013

  LEGO (A): The Crisis

  Jan W. Rivkin, Stefan H. Thomke and Daniela Beyersdorfer

  As this case opens, iconic toymaker LEGO stands on the brink of bankruptcy. Jørgen Vig Knudstorp, LEGO's young and newly appointed CEO, must size up changes in the toy industry, learn from the company's recent moves, and craft a strategy that will put LEGO back on track.

  Keywords: Organizational Change and Adaptation; Change Management; Competitive Strategy; Crisis Management; Insolvency and Bankruptcy; Consumer Products Industry;

  Citation:

  Rivkin, Jan W., Stefan H. Thomke, and Daniela Beyersdorfer. "LEGO (A): The Crisis." Harvard Business School Case 713-478, February 2013.

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• Case | HBS Case Collection | 2013

  The IASB at a Crossroads: The Future of International Financial Reporting Standards (B)

  Karthik Ramanna, Karol Misztal and Daniela Beyersdorfer

  In late 2012, IASB chair Hans Hoogervorst, just over a year into his term, must address several serious geopolitical challenges that can derail IFRS growth. The SEC has issued a report outlining why the U.S. should not adopt IFRS. Other major economies such as Japan and India begin to dither on IFRS as well. The EU—the IASB's main backer—is embroiled in a debt crisis that divides it; Britain—the strongest voice for IFRS in the EU—flirts with an EU exit. And China remains silent. Adding to these issues are longstanding concerns about the IASB's legal status and its finances. How can Hoogervorst return momentum to IFRS?

  Keywords: accounting; IASB; IFRS; International Politics; standard setting; Accounting; International Accounting; International Relations; Government and Politics; Accounting Industry; Public Administration Industry; China; Europe; United States;

  Citation:

  Ramanna, Karthik, Karol Misztal, and Daniela Beyersdorfer. "The IASB at a Crossroads: The Future of International Financial Reporting Standards (B)." Harvard Business School Case 113-089, January 2013.

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