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111 items were found using the following search criteria
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Best Buy Co., Inc.
Hess, Edward D.Case DARDEN-S-0142-EStrategyIn 2007, Best Buy was the leading electronics retailer in the United States with more than 941 stores, revenue totaling $31 billion, and a market cap of $21 billion. In 2005, Best Buy had adopted a new business model, culture, and customer-segmentation template called Customer Centricity. This move created volatility in the price of Best Buy stock because of the higher-than-expected employee costs that went with this new way of doing business and...Starting at €8.20
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United Parcel Service of America, Inc.
Hess, Edward D.Case DARDEN-S-0143-EStrategyUPS had become a global public company, with a market cap of $74 billion, more than 428,000 employees, $47 billion in revenue, and operations in more than 200 countries. A recognized leader among package-delivery companies, its growth had been above industry averages and had historically been through geographical expansion. In 1998, UPS changed its business model to Synchronized Commerce and adopted a new growth strategy called the Four Quadrant ...Starting at €8.20
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GTSI Corporation: Mission Impossible? (A)
Horniman, Alexander B.; Yemen, GerryCase DARDEN-OB-0966-ELeadership and People ManagementThis undisguised case is appropriate for graduate-level organizational behavior, strategy, and leadership courses. Readers will be put in the shoes of a seasoned change agent hired to transform a publicly owned company on the brink of bankruptcy. With a 50% attrition rate, low employee morale, stock market delisting notice, failed ERP system, bank default, new credit facility search, forbearance agreements, and a going-concern opinion, the new CE...Starting at €8.20
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GTSI Corporation: Mission Impossible? (B)
Horniman, Alexander B.; Yemen, GerryCase DARDEN-OB-0967-ELeadership and People ManagementThis undisguised case is appropriate for graduate-level organizational behavior, strategy, and leadership courses. Readers will be put in the shoes of a seasoned change agent hired to transform a publicly owned company on the brink of bankruptcy. The B case reveals CEO James Leto’s strategic plan and adds a twist. Numerous internal changes take place as the firm is transformed. The issue is whether external stakeholders such as customers, investo...Starting at €5.74
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Robb Fitzgerald at Comvia Networks
Bruner, Robert F.; Yemen, GerryCase DARDEN-OB-0996-ELeadership and People ManagementIntended for MBA and executive education classes, this case explores the role of the CEO and the complex relationships that come with it. The story of the dramatic turnaround of this publicly-listed firm, although disguised, is true. When a scandal forces a CEO to step down, Robb Fitzgerald is hired to calm the crisis and rebuild trust among employees, shareholders, and analysts. Under extreme pressure to significantly improve the bottom line and...Starting at €8.20
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Microsoft’s Go-to-market Strategy for Azure in India
Reema Gupta; Deepa Mani; Aditya Shah; Sujata Ramachandran; Vivek Vikram SinghCase IVEY-9B11E026-EEntrepreneurship, Information Technologies, StrategyThe case is set in mid-2009, about six months before the scheduled worldwide launch of Microsoft Azure. The group director of cloud computing for Microsoft India was considering the pros and cons of launching Azure simultaneously in India with the rest of the world. Cloud computing was a paradigm shift in the information technology (IT) industry that fundamentally changed how software and services were delivered to an end-user’s desktop. Cloud co...Starting at €8.20
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From PPG to VANCL: Business Model Evolution of Online Apparel Retailing
Xiaobu Wu; Xubo BaiCase IVEY-9B11M012-EEntrepreneurship, Marketing, StrategyIn October 2005, PPG pioneered a new business model for online apparel retailing in China. Targeting men’s low-end apparel, PPG’s new model met with great initial success due to its responsive supply chain, lighter distribution channel (i.e. no physical stores), and costly advertising. However, underlying limitations of PPG’s business model led to its eventual failure. Followers learned from both PPG’s successes and failures. VANCL, another onlin...Starting at €8.20
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Groupon
Sayan Chatterjee; Alison Streiff; Sarah O'KeeffeCase IVEY-9B12M004-EEntrepreneurship, Marketing, StrategyThe collective buying industry has grown by leaps and bounds over the past several years, and Groupon stands out as a major player that has revolutionized this market. The case describes the beginnings of Groupon, as well as the firm’s rise to power, the rise of its numerous competitors, its decisions and expansion strategies, and the collective buying industry as a whole. Key demographic data about Groupon’s customers (consumers and small busine...Starting at €8.20
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Sustainabilitiy at Nespresso. A boost for business
Reina Paniagua, R.; García de Castro, A.; Garrido Martinez, E.Case IIST-DGI-351-E-ECorporate GovernanceNespresso has managed to make sustainability its own. Sustainability has managed to be incorporated into the business model, as one more part. This premise is what has allowed the issue of sustainability to be one more pillar in Nespresso's strategy. Ecolaboración is its way of approaching comprehensive management to achieve a sustainable future for all, and the concept that helps each of its operations to be under that prism. The goal: to manufa...Starting at €8.20
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The Goli Vada Pav — Fast Food of India (B)
Sonia Mehrotra; S. Ramakrishna VelamuriCase IVEY-9B12M006-EStrategyThis case is a supplement to The Goli Vada Pav — Fast Food of India (A).Starting at €5.74