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Stanford Graduate School of Business (USA)
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Seven-Eleven Japan
Seungjin, Whang, Hide, Saito, Steve, Van, Horne, Casey, Koshijima, Takafumi, UedaCase SGSB-GS18-EService and Operations ManagementSeven-Eleven, Inc., founded in 1927 in Dallas, Texas, was the world's largest operator, franchisor, and licensor of convenience stores. As of 2004, it had 22,648 units worldwide, serving 6 million customers a day (www.7-eleven.com). Of these stores, approximately 8,600 were located in Japan and operated or franchised by Seven Eleven Japan Co., Ltd. (SEJ). Most of the remaining stores were located in North America. This case describes Seven-E...Starting at €8.20
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Crocs (B): Hitting the Skids
Lee, H; , Hoyt, D; , Marks, MCase SGSB-GS57B-EService and Operations ManagementThrough 2007, Crocs grew rapidly, and its stock soared. In early 2008, the stock plunged, as analysts cited excess inventory. During 2008, revenues decreased, and the company restructured. The B case summarizes these developments, and asks what the company should do now.Starting at €5.74
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McDonald's India: Optimizing the French Fries Supply Chain
Lee H; Rammohan SCase SGSB-GS79-EService and Operations ManagementBefore opening its first store in India in 1996, McDonald’s spent six years building its supply chain. During that time, the company worked to successfully source as many ingredients as possible from India. However, French fries (“MacFries”) were a particularly tough product to source locally—and importing fries was undesirable for both cost and availability reasons. Growing potatoes suitable for use as fries was challenging in India. By 2007...Starting at €8.20
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The Role of Physicians in Device Innovation: Critical Success Factor or Conflict of Interest
Zenioa S; Burns L; Denend LCase SGSB-OIT105-EInformation Technologies, Service and Operations ManagementAs of 2012, the Physician Payments Sunshine Act of 2009 requires medical device manufacturers to track any payments or gifts they make to physicians that are worth more than $10 and then starting in 2013 to report those that exceed a total of $100 per year to any given doctor. While a majority of doctors, academic medical centers, and pharmaceutical and device companies generally support the principle of greater transparency when it comes to phys...Starting at €8.20
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PATH and the Safe Water Project: Empowering the Poor Through User-Centered Design
Stefanos Zenios, Lyn Denend, Tim ElliottCase SGSB-OIT107-EInformation Technologies, Service and Operations ManagementThis case provides an overview of the nonprofit organization PATH and its Safe Water Project—a five-year effort launched in late 2006 with $17 million in funding from the global development unit of the Bill and Melinda Gates Foundation. The purpose of the grant was to evaluate to what extent market-based approaches could help accelerate the widespread adoption and sustained use of household water treatment and safe storage products by low-income ...Starting at €8.20
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iPort 12: Any Port in Storm?
Mahowald, Chris; Mitchell, BradleyCase SGSB-RE142-EService and Operations ManagementIn January 2011, Jeff Kelter and Bob Savage, the managing partners of KTR Capital Partners (KTR), convened an investment committee meeting in KTR’s New York City headquarters to decide whether to proceed with the acquisition of iPort 12. If approved, KTR would fund a $5.3 million non-refundable deposit for the purchase of an 89 percent vacant, two-building warehouse project comprising 1.3 million square feet in Carteret, New Jersey. In 2007, ...Starting at €8.20
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Nike: Sustainability and Labor Practices 1998-2013
Carroll G; Brady D; Schifrin DCase SGSB-IB106-EService and Operations ManagementThe case discusses Nike’s sustainability and labor practices from 1998 to 2013, focusing on the successful steps Nike took up and down the supply chain and in its headquarters to make its products and processes more environmentally friendly, and the challenges and complexities it was still facing in its efforts to improve labor conditions. Nike’s labor practices were the subject of high profile public protests in the 1990s, and CEO Mark Parker sa...Starting at €8.20
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Crocs (A): Revolutionizing and Industry's Supply Chain Model for Competitive Advantage
Holloway, C; , Lee, H; , Hoyt, D; , Silverman, A; , Marks, MCase SGSB-GS57A-EService and Operations ManagementEste caso analiza el crecimiento asombroso de Crocs, Inc., un fabricante de zapatos de plástico, desde 2003 hasta principios de 2007. Gran parte del crecimiento de la empresa fue posible gracias a una cadena de suministro altamente flexible que permitió a Crocs desarrollar productos adicionales dentro de la temporada de ventas. El modelo habitual en la industria de la moda era recibir órdenes mucho antes de cada temporada de ventas, y producir es...Starting at €8.20
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Crocs (C ): Back from the Dead
Lee, H; , Hoyt, D; , Marks, MCase SGSB-GS57C-EService and Operations ManagementIn 2009, many thought Crocs was “dead.” The C case presents exhibits that illustrate the company’s recovery.Starting at €8.20
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PCH International (B): Supply Chain Solutions Take Off
Lee H; Marks M; Hoyt DCase SGSB-GS61B-EService and Operations ManagementThis is an update to GS-61, describing developments at the company through 2011, including a major acquisition, distribution in China, and an initiative to cultivate start-ups that might grow into future clients.Starting at €5.74