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Darden University of Virginia (USA)
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GE Appliances: Reshoring Manufacturing - Business Strategy - Teaching Note
Blankenship Jr., Charles P.Teaching Note DARDEN-S-0331TN1-EStrategyTeaching Note for product S-0331Starting at €0.00
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Appliances for Sale!—Business Strategy - Teaching Note
Blankenship Jr., Charles P.; Rowley, Daniel A.Teaching Note DARDEN-S-0344TN2-EStrategyTeaching Note for product S-0344Starting at €0.00
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GE Appliances: Reshoring Manufacturing - New Product Introduction Analysis - Teaching Note
Blankenship Jr., Charles P.Teaching Note DARDEN-S-0331TN2-EStrategyTeaching Note for product S-0331Starting at €0.00
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GE Appliances: Reshoring Manufacturing - Supply Chain Management and Industrial Engineering Analysis - Teaching Note
Blankenship Jr., Charles P.Teaching Note DARDEN-S-0331TN3-EStrategyTeaching Note for product S-0331Starting at €0.00
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Appliances for Sale!—Legal Analysis - Teaching Note
Blankenship Jr., Charles P.; Rowley, Daniel A.Teaching Note DARDEN-S-0344TN1-EStrategyTeaching Note for product S-0344Starting at €0.00
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Stryker Corporation
Hess, Edward D.; Eriksson, CassyCase DARDEN-S-0174-EStrategyStryker is the story of how CEO John Brown built his company into a market leader using a simple strategy of growing earnings 20% a year. The strategy was supported by the values statement: "do not lie, cheat, or steal to do it." Stryker had an internal high-performance environment grown primarily through organic growth and by adding technology through small acquisitions. This case confronts Brown's succession and the issue of whether Stryker's 2...Starting at €8.20
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Starbucks Corporation (A)
Hess, Edward D.; Eriksson, CassyCase DARDEN-S-0175-EStrategyThe issue in this case is whether it is realistic for Starbucks to continue to be a high-growth company. Questions raised are whether all growth is good; whether bigger is always better; whether businesses must “grow or die”; and under what circumstances does too aggressive growth destroy value? In trying to remain a high-growth company, Starbucks has opened some stores in subprime locations, resulting in dilution of its customer value propositio...Starting at €8.20
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Starbucks Corporation (B)
Hess, Edward D.; Eriksson, CassyCase DARDEN-S-0176-EStrategyThis case follows S-0175 and explores the different responses Starbucks made to correct its operational and overexpansion problems as well as its experimentation with new growth ideas. Analysts who predicted that Starbucks wouldn’t survive the global downturn must to eat their words. Under its former CEO, it has emerged from the economic downturn a leaner, better company. Now it must decide whether to build or buy a new concept to scale or reigni...Starting at €5.74
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Dell Inc.
Hess, Edward D.; Eriksson, CassyCase DARDEN-S-0185-EStrategyIn the 1990s, with more widespread use of the Internet, sales through Dell Computer Corporation’s online business swelled, and it became a dominant market leader. By 2010, Dell Computer Corporation had changed its name to Dell Inc. (Dell). Dell employed 96,000 people worldwide and was ranked 38th on the Fortune 500 list. But in the summer of 2010, Dell was faced with dwindling market share, myriad customer complaints, vendor troubles, and a blist...Starting at €8.20
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GE Appliances: Reshoring Manufacturing
Blankenship Jr., Charles P.Case DARDEN-S-0331-EStrategyThe General Electric Company’s (GE’s) iconic Appliances division enjoyed a significant role at the company throughout the 20th century, representing one of the most recognized engines of the GE brand. By the 21st century, GE had changed its focus to technStarting at €8.20