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Primark Stores Limited: Low-cost Strategy and Sustainability Initiatives
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B20M059-EStrategyPrimark was a low-cost, fast-fashion clothing retailer headquartered in the United Kingdom. The company’s low-priced clothing enticed consumers, but it also attracted criticism for exploitative labor practices in the low-cost economies where Primark’s manufacturing was outsourced. However, Primark believed that it created jobs in low-cost economies, and its low prices were the result of efficient initiatives such as no online presence and limited...Starting at €8.20
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India Post
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B13M119-EStrategyThe advent of the world wide web and the entry of private players in India’s post-liberalization era resulted in India Post losing a substantial volume of its business to e-mails, faxes, short-message services and private-courier-service providers. Additionally, government policies regarding India Post had long remained unchanged. As a consequence, India Post was caught up in a vicious cycle of decreasing mail traffic, low levels of technology in...Starting at €8.20
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Men's Wearhouse: Éxito en un Sector en Declive
Dee, T. D.; Pfeffer, JeffreyCase SGSB-HR5ESGeorge Zimmer, CEO de Men’s Wearhouse, está considerando lo que ha hecho que la empresa tenga tanto éxito; qué, en todo caso, debería hacer de manera diferente para continuar teniendo éxito; y cómo gestionar su crecimiento y cultura a medida que la empresa se expande en el mercado de ropa a medida para hombres, muy competitivo. El comercio minorista es la industria más grande en los Estados Unidos. Tradicionalmente, la mayoría de las empresas min...Starting at €8.20
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Indigo Airlines
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B13M033-EStrategyThe case focuses on the profitability of the Indian aviation industry and explains how Indigo Airlines, a new entrant in the Indian aviation space, registered profits within three years of its inception while its competitors continued to struggle with losses. The case demonstrates how a firm incorporating innovative business practices can not only survive but also earn abnormal profits. The strategies adopted by Indigo Airlines to reduce its oper...Starting at €8.20
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Making Companies More Like Communities
Pfeffer, JeffreyBook Chapter HBS-2527BC-EThis chapter considers the questions what does "organization as community" really mean in practice, and how do organizations actually live their values?Starting at €8.20
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Shareholders First Not So Fast...
Pfeffer, JeffreyArticle HBS-R0907K-ELeadership and People ManagementWhen did we start measuring the success of a company only according to the increase in its share price? Stanford professor Pfeffer argues that it's time for CEOs to once again balance shareholders' interests with those of the other stakeholders: employees, suppliers, and customers.Starting at €8.20
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Why Employees Should Lead Themselves
Pfeffer, JeffreyBook Chapter HBS-2531BC-EWhen creative, independent people don't get much say in what their organization does, job dissatisfaction and disengagement are high. This chapter examines what happens when people are asked to take on more responsibility for the collective output of an organization.Starting at €8.20
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Power, Capriciousness, and Consequences
Pfeffer, JeffreyArticle HBS-F1304E-EWhen leaders behave capriciously, they signal their power and, often, the authority they need to drive valuable change. But this behavior can also take a toll on employees and potentially undermine organizational performance.Starting at €8.20
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Southwest Airlines (A)
O'Reilly, Charles; Pfeffer, JeffreyCase SGSB-HR1A-EStrategyIn 1994, both United Airlines and Continental Airlines launched low-cost airlines-within-an-airline to compete with Southwest Airlines. From 1991 to 1993, Southwest had increased its market share of the critical West Coast market from 26% to 45%. Considers how Southwest had developed a sustainable competitive advantage and emphasizes the role of human resources as a lever for the successful implementation of strategy. Asks whether competitors can...Starting at €8.20
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BigBasket.com
Arpita Agnihotri; Saurabh BhattacharyaCase IVEY-9B15M010-EStrategyIn India, customers were used to the idea of buying groceries in stores. BigBasket.com, India’s first online grocery retailer, was set to break this mindset. Customers were signing up at an aggressive rate based on word-of-mouth. With a commitment to provide a top-quality product assortment at competitive prices, BigBasket successfully provided last-mile delivery to customers across Bangalore, Hyderabad and Mumbai. While traditional brick and mor...Starting at €8.20