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SF Express: From Delivery to E-Commerce
Zhu, Feng; Lane, DavidCase HBS-616003-EService and Operations ManagementShunfeng Express (SF), China's leading express delivery firm, in May 2014 opened the first 500 of several thousand Heike stores, which allowed consumers to buy and try out SF's own e-commerce offerings, in addition to other services. As an example of China's "online-to-offline" trend in e-commerce, Heike stores allowed SF to leverage its logistics and IT expertise to differentiate itself from its rivals in express delivery. As yet unclear was whe...Starting at €8.20
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Social Business at Novartis: Arogya Parivar
Porter, Michael E.; Kramer, Mark R.; Lane, DavidCase HBS-715411-EStrategyLate in 2013, Novartis CEO Joseph Jimenez was considering how and whether to deepen the company's investment in Arogya Parivar, its profitable program that sold Novartis medicines in rural India, while expanding access to medicine and health information to millions of Indian villagers.Starting at €8.20
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Supply Chain Finance at Procter & Gamble
Esty, Benjamin C.; Mayfield, E. Scott; Lane, DavidCase HBS-216039-EFinanceIn April 2013, Procter & Gamble (P&G), the world's largest consumer packaged goods (CPG) company, announced that it would extend its payment terms to suppliers by 30 days. At the same time, P&G announced a new supply chain financing (SCF) program giving sStarting at €8.20
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Intertel: The Rate to Peru - Teaching Note
Atanasov, K.; Heukamp, Franz; Baucells Alibés, ManelTeaching Note ADT-20-EDecision Analysis, EconomicsNote prepared as an aid to instructors in the classroom use of case AD-292-E: Intertel: The Rate to Peru.Starting at €0.00
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BEMBI: A Modern Indian Culinary Experience (B): Growth Options in Difficult Times
Borwankar, Anjaney; Heukamp, FranzCase ASN-45-EDecision Analysis, Economics, EntrepreneurshipThis case describes the situation following the opening of the BEMBI restaurant, described in the A-case. (ASN-44-E). Different ways to expand are described along with the difficult external economic environment that puts stress on the team of founders.Starting at €5.74
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T-Shirts for Eintracht Frankfurt - Teaching Note
Guinand C.; Heukamp, FranzTeaching Note ADT-22-EMarketingSpecial occasion T-Shirt seller tries to estimate whether he should offer his t'shirts at a sports event. Serves as an introduction to Decision analysis: structuring of the decision, expected value etc. This teaching note has been elaborated as an aid to case AD-298-E.Starting at €0.00
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Amazon Buys Whole Foods
Alvarez, Jose B.; Lane, David; Coughlin, JoniCase HBS-518056-EService and Operations ManagementThe June 2017 news that e-commerce giant Amazon was paying $13.7 billion for organic supermarket chain Whole Foods precipitated a broad sell-off in the shares of grocery retailers and suppliers. Behind the precipitous declines lay recognition that Amazon's bold move into brick and mortar assets offered transformational opportunities. Amazon could gain expertise in perishable product sales and procurement, plus access to 30 million well-off shoppe...Starting at €8.20
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El valor de la información
Lewis A.; Heukamp, FranzTechnical Note ADN-272Knowledge and CommunicationLa presente nota técnica constituye una breve explicación del valor de la información perfecta e imperfecta a la hora de tomar decisiones arriesgadas.Starting at €8.20
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LOPIN Productions
Ariño, Miguel Angel; Heukamp, FranzCase AD-359Decision AnalysisEste caso presenta la decisión que debe tomar una productora audiovisual sobre el camino hacia el cual dirigir su actividad: producir una serie para venderla a una cadena de televisión o bien una película para la gran pantalla. La primera opción conlleva pocos riesgos para la empresa, mientras que la segunda implica una multitud de peligros e incertidumbres. Este caso sustituye al caso "NILOP Productions" de los mismos autores (AD-333).Starting at €8.20
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Risk Preferences and the Role of Intuition Under Uncertainty
Baucells Alibés, Manel; Heukamp, FranzTechnical Note ADN-287-EDecision Analysis, EconomicsManagers typically make their decisions under many constraints (time, resources, skills, emotions, and ability to process vast information) that limit their "rationality." Therefore, they frequently rely on intuition when making decisions. This note describes some of the common mistakes of intuitive decision making. Learning about mistakes does not eliminate them but it does allow us to recognize situations in which a particular error is likely ...Starting at €8.20