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Necesidades operativas de fondos en Henkel
Mitchell, Jordan; Rahnema Alavi, Ahmad; Sachon, MarcCase F-810Finance, Service and Operations ManagementEste caso explica la iniciativa de Henkel de reducir sus necesidades operativas de fondos (NOF). El documento puede utilizarse tanto en una clase de finanzas como en una de gestión de la cadena de suministro para ilustrar las NOF, pero también para ilustrar la relación entre las nociones estratégicas y financieras de las mismas y la eficiencia operativa de la cadena de suministro.Starting at €8.20
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Net Working Capital (NWC) at Henkel
Mitchell, Jordan; Rahnema Alavi, Ahmad; Sachon, MarcCase F-810-EFinance, Service and Operations ManagementThis case tracks Henkel's initiative in reducing its net working capital (NWC). The case can be used in a both a finance and a supply chain management class to illustrate net working capital and the link between the strategic/financial notions of NWC and operative efficiency of the supply chain.Starting at €8.20
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When Consultants and Clients Clash (HBR Case Study and Commentary)
Kesner, Idalene F.; Fowler, Sally; Rau, John; Fombrun, Charles. J.; Schaffer, Robert H.; Maister, David H.Article HBS-97605-EKnowledge and CommunicationThis fictitious case study by Idalene F. Kesner, the Frank P. Popoff Professor at Indiana University, and Sally Fowler, assistant professor at Victoria University, explores the issues that arise when the wires get crossed between a team of consultants and their key client. The client is the CEO of a newly-merged company; the consultants have been hired to help knit together the two former companies' policies and cultures. Unfortunately, the clien...Starting at €8.20
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Leadership Development: Perk or Priority? (HBR Case Study and Commentary) (Spanish version)
Kesner, Idalene F.; Burnett, Susan; Morrison, Mike; Tichy, Noel M.; Owens, DavidArticle HBS-R0305ALeadership and People ManagementKaren Barton, Zendal Pharmaceuticals' senior vice-president of human resources, was livid when COO Dave Palmer slashed her executive education budget by 75%. Without funding, there could be no in-house leadership development program, which was to be the first step toward a full-blown Zendal University. Palmer was not against bold initiatives, but sales were down 26%, and there was that $300 million debt Zendal took on when it acquired Premier Pha...Starting at €8.20
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Leadership Development: Perk or Priority? (HBR Case Study and Commentary)
Kesner, Idalene F.; Burnett, Susan; Morrison, Mike; Tichy, Noel M.; Owens, DavidArticle HBS-R0305A-ELeadership and People ManagementKaren Barton, Zendal Pharmaceuticals' senior vice-president of human resources, was livid when COO Dave Palmer slashed her executive education budget by 75%. Without funding, there could be no in-house leadership development program, which was to be the first step toward a full-blown Zendal University. Palmer was not against bold initiatives, but sales were down 26%, and there was that $300 million debt Zendal took on when it acquired Premier Pha...Starting at €8.20
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Coach Who Got Poached (HBR Case Study and Commentary)
Kesner, Idalene F.; Browning, Peter; Morgan, Frank; Saint-Onge, Hubert; King, Charles H.Article HBS-R0203A-ELeadership and People ManagementJared Gordan, the president of the Industrial Products Division for Compunext, is a first-rate manager. In just three years, he's turned around a flagging division and increased sales and profits by 50%--a dramatic shift from five years earlier, when analysts were suggesting that the company sell the division. But that's not all. In addition to being a turnaround expert, Jared has shown a special aptitude for recruiting and developing talent. Man...Starting at €8.20
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When an Executive Defects (HBR Case and Commentary)
Sharma, Anurag; Kesner, Idalene F.; Coleman, Kenneth L.; Greyser, Stephen A.; Burlingame, Hal; Galford, Robert; Rubin, Gregory S.Article HBS-97111-ELeadership and People ManagementThe news that one of the company's senior managers is leaving comes as a complete surprise to Paul Simmonds, CEO of Kinsington Textiles, Inc. (KTI). Ned Carpenter, KTI's vice president of operations for three years, writes in his resignation letter that he is leaving for a better opportunity. Simmonds soon learns that Carpenter's new job is at Daltex, one of KTI's main rivals in the intensely competitive carpet industry. In this fictitious case s...Starting at €8.20
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Class--or Mass? (HBR Case Study and Commentary)
Kesner, Idalene F.; Walters, Rockney; Schulman, Dan; Jain, Dipak C.; De La Renta, Oscar; Bolen, Alexander L.; Nagle, Thomas T.Article HBS-R0504A-EMarketingJim Hargrove, the marketing director of $820 million Neptune Gourmet Seafood, is having a bad week. Neptune is the most upmarket player in the $20 billion industry, and the company is doing everything it can to preserve its premium image among customers. But Neptune's recent investment in state-of-the-art freezer trawlers, along with new fishing regulations, is resulting in catches that are bigger than ever. Though demand is at an all-time high, ...Starting at €8.20
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Porsche: The Crisis of 1992
Sachon, Marc; Orozco, ArturoCase P-1198-EService and Operations ManagementIn September 1992, Dr. Wendelin Wiedeking accepted the challenge of saving the company Dr.Ing.h.c. F. Porsche AG, the last remaining independent sports car manufacturer in the world. Porsche had experienced a significant reduction of sales (both in revenue and units), key people had left the company and customers perceived its products as either too old or too expensive. Several other top executives in the automotive industry had turned down the ...Starting at €8.20
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Porsche: la crisis de 1992
Sachon, Marc; Orozco, ArturoCase P-1198Service and Operations ManagementEn septiembre de 1992, el Dr. Wendelin Wiedeking aceptó el reto de salvar la empresa Dr.Ing.h.c. F. Porsche AG, el último fabricante independiente de coches deportivos que quedaba en el mundo. Porsche había sufrido una reducción importante de sus ventas (tanto en ingresos como en unidades), algunas personas clave se habían marchado de la empresa y los clientes percibían sus productos como demasiado anticuados o demasiado caros. Otros altos direct...Starting at €8.20